Tag Archives: Digital China

6 Things I Learned Working as a JD Delivery Guy

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In a small JD delivery station in west Beijing, digital strategy consultant Jeffrey Towson observed the bustling activity of delivery drivers and staff. Surprisingly, grocery delivery didn’t seem to pose a significant challenge. Specialized boxes kept food items fresh during rapid delivery, highlighting JD’s efficiency. Appearance matters too—JD’s well-dressed delivery team and sleek karts make a powerful marketing statement on the streets. The point of delivery remains a critical efficiency puzzle in the last mile and digital strategy.

5 Questions for Identifying Disruptive “Access Businesses” Such as Uber, Didi, and Airbnb (2 of 2) (Tech Strategy)

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Companies like Uber, Airbnb, Didi, and Mobike have disrupted traditional business models. These digital disruptors use innovation strategies that leverage smartphones, mobile payments, and low prices to redefine convenience and supply. By answering five critical questions, digital strategy consultant Jeffrey Towson details their competitive advantages and impact on consumer behavior.

Forget the Term “Sharing Economy”. Think Access vs. Ownership Businesses. (1 of 2) (Tech Strategy)

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In Jeff Towson’s insightful analysis, discover why labeling Didi, Mobike, and others as part of a “new” Chinese sharing economy is misleading. These market giants are not pioneering a novel concept but rather embody classic disruptors, reshaping traditional industries with their innovative models. Understanding their strategies is crucial in decoding the dynamics of China’s ever-evolving market landscape.

Who Really Owns Huawei? Their Carrier Customers (3 of 3) (Tech Strategy)

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Jeff Towson explores the complex ownership structure of Huawei, revealing the significant role of carrier customers in the company’s governance. This analysis highlights how Huawei’s customer relationships impact its strategic decisions and operational stability. Understanding these dynamics offers a deeper perspective on Huawei’s business model and market positioning.

Huawei’s Employee Stock Ownership Plan (ESOP) is “Meritocracy Plus Partnership” in Tech at Scale. (2 of 3) (Tech Strategy)

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Huawei’s Employee Stock Ownership Plan (ESOP) exemplifies how meritocracy and partnership can drive success in China’s tech sector. Jeff Towson delves into the mechanics of this innovative ESOP, illustrating its role in fostering a culture of ownership and performance. This article sheds light on the strategic benefits and scalability of ESOP within large tech enterprises.

7 Questions for Alibaba on Singles’ Day (2 of 2)

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This is Part 2 of my questions for Alibaba on Singles’ Day. Part 1 is located here. Question 5: What Are the Next Hard-to-Replicate Physical Assets? Alibaba is a competitive fortress. This comes from multiple factors like network effects, consumer habits, economies of scale (particularly in logistics), complementary platforms (especially in financial services), data advantages […]

7 Questions for Alibaba on Singles’ Day (1 of 2)

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Singles’ Day is one of the biggest shopping events in the world, generating billions of dollars in sales for Alibaba. But as competition heats up and consumer behavior changes, Alibaba faces new challenges in maintaining its dominance. In this article, Jeff Towson asks 7 questions to Alibaba about Singles’ Day and explores how it has evolved over time.

Huawei Is Going to Beat the US Government with Human Resources, Not Technology. (1 of 3) (Tech Strategy)

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In response to pressures from the Trump administration, Huawei is leveraging its human resources rather than relying solely on technology. Jeff Towson examines how the company’s strategic focus on talent acquisition and retention is designed to build organizational resilience. This article highlights Huawei’s unique approach to maintaining competitive strength through its workforce.

Jack Ma (and Alibaba) Dreamed of Turning SMEs into Multinationals – Globally (2 of 2) (Tech Strategy – Daily Article)

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Alibaba.com is attempting to both digitize and democratize global trade, and to dramatically expand it from large companies to small and medium enterprises (SMEs). They are starting to enable SMEs to act like MNCs in terms of cross-border transactions. They are developing tools such as a mobile app that lets you search for products globally, and a platform that provides logistics and delivery services.

Alibaba

Alibaba.com’s Crazy Strategy for a Global E-Commerce Trading Platform (1 of 2) (Tech Strategy – Daily Strategy)

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Uncover the strategic vision of Alibaba.com as it forges ahead with its ambitious initiative to construct a massive global e-commerce platform. Delve into the strategic implications and future prospects in the first part of this captivating series by Jeff Towson, offering a unique perspective on Alibaba’s groundbreaking endeavors in the e-commerce landscape.