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Jeffrey Towson 陶迅

Consultant, investor, and keynote speaker on digital strategy

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Category Archives: Supply Demand Imbalance

“Digital Speed” is Mostly About Tactics. But True Operating Performance is a Marathon. (Tech Strategy – Daily Lesson / Update)

In 2009, Brian Acton and Jan Koum founded WhatsApp to ride the wave of mobile apps kicked off by the launch of the iPhone. The original purpose of WhatsApp was to put a status notification next to your name, to let people know “what’s up”. But the small team noticed three important things that would launch their […]

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Tesla vs. Nio – And Why First Mover Advantage in Tech Can Suck. (Jeff’s Asia Tech Class – Podcast 60)

This week’s podcast is on Tesla vs. Nio and why first mover advantage is not as awesome as everyone thinks. At least not in tech.   You can listen to this podcast here or at iTunes, Google Podcasts and Himalaya. Advantages of first mover in tech can include: Bigger advantages: Temporary supply-demand imbalance Increasing returns […]

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WeChat, TikTok and Capturing the Consumer Mind in a Digital Age (Jeff’s Asia Tech Class – Podcast 36)

  In this class, I talk about the share of the consumer mind as a revenue competitive advantage. And how companies like WeChat and TikTok are changing this with digital tools. You can listen here or at iTunes, Google Podcasts and Himalaya. Related podcasts and articles: Why Didi Needs Driver Switching Costs. Uber Too. (Jeff’s […]

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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
  • 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
  • Bandwagon Effect
  • Baozun
  • Bargaining Power with Suppliers / Purchasing Economies
  • Barnes and Noble
  • Barriers to Entry and Soft Advantages
  • Belle
  • Ben Graham
  • Bic
  • Bilibili
  • 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
  • ChatGPT
  • 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-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
  • 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
  • Facebook Meta
  • Farfetch
  • Fashion
  • Fast Moving Consumer Goods (FMCG)
  • Fastscaling vs. Blizscaling
  • Fedex
  • Financial Services
  • First Mover Advantages and Disadvantages
  • Five Forces
  • Fiverr
  • Fixed Operating and Capital Costs
  • Fliggy
  • Foxconn
  • Franchised Networks
  • Freshippo
  • Full Truck Alliance
  • Gaming and Game Engines
  • General Electric (GE)
  • Generative AI – Cheap and Fast Content Creation
  • Geographic Density
  • Giant
  • Giants Dwarves and the State
  • Google
  • Google Maps
  • Google Search
  • GoTo Gojek Tokopedia
  • Government Advantages
  • 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
  • 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
  • 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-Rivalry and Zero Marginal Production Costs
  • Nubank
  • Ofo
  • OMO Platforms
  • One Hour China
  • Online Gaming
  • Online Merge Offline (OMO)
  • OnlyFans
  • Open Source
  • OpenAI
  • Operating Leverage
  • Operating Performance: Smarter Faster Better
  • 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
  • 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
  • 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
  • Tesla
  • Thailand
  • The Power of Cheap and Free
  • Theory of the Firm
  • Thomas Russo
  • 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
  • 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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