Facebook is a fascinating company that exemplifies many of the digital concepts we have discussed in this course. In this article, we will explore how Facebook leverages network effects, data, artificial intelligence, platforms, and ecosystems to create value and competitive advantage. We will also analyze Facebook’s challenges and opportunities in the evolving digital landscape.
Category Archives: Company Quality, Industry, and Terrain (Ques 1-2)
Facebook Meta is Mostly 4 Networks and 2 Platforms (Tech Strategy – Podcast 193)
Facebook Meta is not just one thing, but a collection of different products and services that work together to create a powerful tech ecosystem. In this podcast, Jeff Towson breaks down the four networks (Facebook, Instagram, WhatsApp, and Messenger) and two platforms (Oculus and Spark AR) that form the core of Meta’s strategy. He explains how each network and platform serves a different purpose, attracts a different audience, and generates a different revenue stream. He also analyzes the strengths and weaknesses of Meta’s approach, and what it means for the future of social media and augmented reality.
A Breakdown of the Verisign Business Model (2 of 2) (Tech Strategy – Daily Article)
Verisign is one of the most profitable and durable businesses in the tech world. It operates the .com and .net domains, which are essential for the internet infrastructure and have no viable substitutes. In this article, Jeff Towson breaks down the Verisign business model and explains why it is so hard to disrupt.
3 Digital Concepts Powering ARM Holdings (2 of 4) (Tech Strategy – Daily Article)
In Part 1, I argued there are four strategy questions for ARM: Will they continue to benefit from a secular trend? Is their tailwind continuing? What is the state of their core product and growth engine? What are the competitive strengths of their business model? Are they changing? Are there external CGT factors that will […]
The 4 Digital Concepts Powering Arm Holdings (Tech Strategy – Podcast 187)
In this podcast, we explore the four digital concepts that are powering ARM Holdings’ tech strategy. We explain how these concepts are helping ARM to stay ahead of the competition and what other companies can learn from them. If you’re interested in learning more about digital strategy and how it can help your business, then this article is for you.
3 Strategy Lessons from My Visit to Baidu Headquarters (Tech Strategy – Daily Article)
I recently visited Baidu’s headquarters in Beijing. It was an interesting visit and I learned a lot. Here are my three big takeaways.
3 Strategy Lessons from My Visit to ByteDance (Tech Strategy – Podcast 169)
Jeff Towson, a tech strategist and author, visited ByteDance’s TikTok headquarters in China.
He learned 3 important strategy lessons from his visit that can help businesses of all sizes succeed in the digital age.
Tom Russo’s 4 Rules for Investing in Developing Economies. Including the “Capacity to Suffer”. (Tech Strategy – Daily Article)
Grab, Gojek and especially Shopee are really getting international attention now. As I’m writing this, Sea Ltd is at +$125B market capitalization. SE Asia has really arrived as a tech market. The investor who always comes to my mind when I think about these companies and SE Asia is Tom Russo. He has been investing […]
When Will Didi Become Profitable? (Asia Tech Strategy – Daily Lesson / Update)
The Didi financials are finally out. And they are an interesting mix of good and bad. Didi has market dominance and tech leadership in the largest market for shared mobility. But it is also chronically unprofitable. For investors, this could be a fantastic opportunity. Because Didi’s ongoing losses will scare off investors and likely lower […]
Why Didi Is Dominant But Still Unprofitable (Tech Strategy – Podcast 87)
In this podcast, Jeffrey Towson discusses why Didi Chuxing, the dominant ride-hailing company in China, is still unprofitable. He explores the factors that have contributed to its dominance, such as its scale and its network effects, and he discusses the challenges that it faces in becoming profitable. For example, he discusses how Didi has to invest heavily in research and development, and how it has to compete with other ride-hailing companies that are also losing money.