E-Book, Englisch, 250 Seiten, eBook
Zhu / Song / Ni Business Trends in the Digital Era
1. Auflage 2016
ISBN: 978-981-10-1079-8
Verlag: Springer Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark
Evolution of Theories and Applications
E-Book, Englisch, 250 Seiten, eBook
ISBN: 978-981-10-1079-8
Verlag: Springer Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark
This book introduces 10 mega business trends, ranging from big data to the O2O model. By mining and analyzing mountains of data, the author identifies these 10 emerging trends and goes to great lengths to explain and support his views with up-to-date cases. By incorporating the latest developments, this book allows readers to keep abreast of rapidly advancing digital technologies and business models.
In this time of mass entrepreneurship and innovation, acquiring deep insights into business trends and grasping opportunities for innovation give readers (business executives in particular) and their companies a competitive advantage and the potential to become the next success story.
The Chinese version of the book has become a hit, with some business schools using it as a textbook for their S&T Innovation and Business Trends programs. It also provides business executives with a practical guide for their investment and operation decisions.
Dr. Xiaoming Zhu is Professor of Management at CEIBS, where he served as President from June 2006 to March 2015. Dr. Zhu graduated from Shanghai Jiao Tong University with a doctoral degree in engineering. As an expert enjoying the State Council's special subsidy, he is also adjunct professor and Ph.D. supervisor in the College of Economics and Management at Shanghai Jiao Tong University, adjunct professor and Ph.D. supervisor at Shanghai University of Finance and Economics, Ph.D. supervisor for the China UnionPay postdoctoral programme, and Director of Shanghai Research Institute of Digitalisation and Internet Finance. Dr. Zhu assumed the positions of deputy secretary general of the Shanghai Municipal Government, Chairman of the Shanghai Foreign Trade and Economic Cooperation and Shanghai Foreign Investment Committee, Vice Chairman of the Shanghai People's Congress, and Vice Chairman of the Shanghai People's Political Consultative Conference. The major honours awarded to Dr. Zhu include the 2nd Prize and the 3rd Prize for 'Science and Technology Advancement in Shanghai', the 1st Prize and the 2nd Prize for 'Shanghai Policy-making Consultation' and Distinguished Award of the International Academy of Management. He also assumed the positions of Vice Chairman of the China Society of Industrial and Applied Mathematics, and Director of the Shanghai Evaluation Committee of International Business Professionals.
Dr. Zhu has published substantial amounts of books and research reports, including the Shanghai Foreign Trade and Economic Cooperation Series, the Mathematical Model Study of Economic and Management Cases (one of the coauthors), the Report on China's Outsourcing Development (2007-2013) as the editor-in-chief, the 2010 Report on Development of China's Outward Investment and Economic Cooperation as the editor-in-chief, Platform as a Service, and Report on China' Third Party E-payment Sector, E-payment Revolution, as well as the Chinese version of Master the Hype Cycle, and 10 Mega Business Trends in the Digital Age.
Bingyin Song has received a master's degree in Real Estate Economics and Finance from London School of Economics and Political Science (LSE). Ms. Song takes up various positions in academic institutions including research associate at CEIBS Lujiazui Institute of International Finance, Director of Industrial Research Center, Shanghai Institute of Industrial Restructuring and Development, research fellow at Shanghai Institute of Digitalization and Internet Finance, guest consultant for Center for Leadership and Public Policy, University of Oxford, and career counselor for MBA Programme of Antai College of Economics & Management, Shanghai Jiao Tong University. Previously, she had served as Director of Research Division, China Outsourcing Institute and Deputy Director of Shanghai Consulting Service Center of International Industrial Transfer. She had presided over research projects including 'Promoting the Development of Outsourcing Industry in the Post-crisis Era' (funded by Ministry of Commerce) and 'The Impact of World Expo on the Development of Information Service Industry in Shanghai' (funded by Shanghai Municipal Government), and contributed to the formulation of outsourcing industry development strategies and industrial development plans for main Chinese cities including Hangzhou. She had also participated in the development of Shanghai's eleventh-five-year industrial development plan. Her major publications include Industrial development and urban economic government Strategic Management (co-author), Report on Development of China's Outsourcing (co-author) and Chinese translation of academic works like Financial Risk Management and Weightless Wealth. In addition, she has published many articles on newspapers and magazines including Jiefang Daily, Sino-foreign Management and Shanghai Economic Forum.
Yingzi Ni , PhD candidate in Management Science with a master's degree in Finance, is the head of CEIBS Professor Zhu Xiaoming's research team and Deputy Secretary-General of Shanghai Institute of Digitalization and Internet Finance. She is a co-author of E-payment Revolution and a translator of Mastering the Hype Cycle (Chinese Version), and has published many research findings on academic journals like Shanghai Journal of Economics and SASS Research on Socio-economic Issues (Shanghai New Think Tank Special Report Series). Her major publications include Research on the Volatility Indexes and its Trading, and Accumulation of High Degree of Financial Risks Requires Close Attention.
Yifan Ren has received bachelor's degrees in Accounting and Laws (Hons) and an MBA degree from the University of Hong Kong. Having served for Goldman Sachs in Hong Kong, Mr. Ren is Deputy Secretary-General of Shanghai Institute of Digitalization and Internet Finance. He has co-authored Report on China's Outsourcing Development commissioned by Ministry of Commerce and presided over the production of its English and Japanese versions. Mr. Ren is a co-author of E-payment Revolution and a translator of Mastering the Hype Cycle (Chinese Version). He once served as Editor-in-chief of 8faces, a pioneering design magazine based in the UK.
Rui Li, a Financial Risk Manager (FRM) and Financial Engineer with a PhD degree, serves as a lecturer at the School of International Finance and Commerce, Shanghai International Studies University. She is also a postdoctoral fellow at China UnionPay's postdoctoral research center. Ms. Li has been awarded the honorary title of 'Chenguang Scholar' by Shanghai Education Development Foundations. She had worked for KBC Goldstate Fund Management and Haitong Securities. Her research interests include monetary theory and policy, financial risk management and digital finance.
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Weitere Infos & Material
1;Foreword;5
2;Foreword II;6
3;Author’s Preface;7
4;Preface;9
5;Contents;11
6;Introduction;17
7;1 Big Data—From Raw Data to Big Data;27
7.1;1.1 Getting a Glimpse of Big Data;28
7.1.1;1.1.1 The Essence of Big Data;28
7.1.2;1.1.2 The Evolution of Big Data;29
7.2;1.2 The Value of Big Data;30
7.2.1;1.2.1 A Mass of Data: A Gold Mine Rather Than a Treasure Chest;30
7.2.2;1.2.2 Data Mining: A New Business Competence;31
7.3;1.3 The Application of Data Mining;32
7.3.1;1.3.1 A Boost to Financial Institutions;32
7.3.2;1.3.2 Big Data Application in the Pharmaceutical Industry;38
7.3.3;1.3.3 Alibaba’s Secret to Success: Big Data;39
7.4;1.4 Entrepreneurs: How Far Away Are You from Big Data?;44
7.4.1;1.4.1 Will Big Data Support Cross-Sector Innovation?;44
7.4.2;1.4.2 How Should Small Companies Embrace Big Data?;45
7.4.3;1.4.3 You Have the Technology, but Do You Have the Talent?;46
7.4.4;1.4.4 Structural or Non-structural Data?;47
7.5;1.5 Conclusion;48
8;2 Cloud Computing—From Offline Computing to Cloud Computing;49
8.1;2.1 What Is the Cloud?;53
8.2;2.2 What Is New About the Cloud?;55
8.3;2.3 The DNA of Cloud Service;56
8.4;2.4 The Cloud in Business;60
8.4.1;2.4.1 Kingdee Helps Companies Look to the Clouds;60
8.4.2;2.4.2 Yonyou Seizes a Cloud Opportunity for Transition;61
8.4.3;2.4.3 AliCloud Propels Yu’E Bao Behind the Scenes;62
8.5;2.5 The Cloud in Our Lives;62
8.5.1;2.5.1 Remote Collaboration: Cloud Office;63
8.5.2;2.5.2 New Experience: Sound Cloud;63
8.5.3;2.5.3 Massive Space: Cloud Storage;64
8.6;2.6 The Future of the Cloud;65
8.7;2.7 Conclusion;68
9;3 Platforms—From the One-Sided Market to the One-Sided + Two-Sided Market;69
9.1;3.1 The Catalyst of Platforms: The Internet;70
9.2;3.2 A Keyword of Platforms: Connection;73
9.2.1;3.2.1 Platforms’ Connection Goal: Becoming Multi-lateral and Diversified;73
9.2.2;3.2.2 Connection Method: Interaction and Win-Wins;76
9.3;3.3 Platform Advantages: The Ecosphere and Big Data;77
9.3.1;3.3.1 The Systematic Advantage of Platforms: The Ecosphere;78
9.3.2;3.3.2 The Platform’s Twin: Big Data;79
9.4;3.4 Three Factors in the Success of Platforms;79
9.4.1;3.4.1 No Cost;80
9.4.2;3.4.2 Openness;82
9.4.3;3.4.3 Maximization of User Value;83
9.5;3.5 How to Build a Successful Platform Enterprise;84
9.6;3.6 Conclusion;86
9.7;Reference;87
10;4 Mobile Internet—From PC-Based Internet to PC-Based Internet and Mobile Internet;88
10.1;4.1 PC Internet Versus Mobile Internet;89
10.1.1;4.1.1 Huge Differences;89
10.1.2;4.1.2 Catching up and Overtaking;91
10.1.2.1;4.1.2.1 Larger User Base;91
10.1.2.2;4.1.2.2 More Mobile Apps and Usages;93
10.1.2.3;4.1.2.3 Constant Innovation in the Mobile Payment System;93
10.1.2.4;4.1.2.4 The Profit Model Matures;94
10.2;4.2 Integration and Collision;98
10.2.1;4.2.1 The Integration of Mobile Terminals, PCs and E-consumer Terminals;98
10.2.2;4.2.2 The Integration of the Industrial Chain;98
10.2.3;4.2.3 The Integration Between Industrial Chains;99
10.2.4;4.2.4 The Integration of Mobile Internet with Traditional Industries;99
10.3;4.3 The New Journey from PC Internet to Mobile Internet;102
10.3.1;4.3.1 Tencent: Back to Zero and Starting Anew;102
10.3.2;4.3.2 Microsoft: Two Firsts;103
10.3.3;4.3.3 Fighting for Control of the Traffic Gateway;103
10.3.4;4.3.4 Mergers and Acquisitions that Define Territories;105
10.4;4.4 The New Mobile Internet Thinking;106
10.5;4.5 Conclusion;107
11;5 Software Defined Anything—From Software-Defined Hardware to Software Defined Anything;108
11.1;5.1 Software-Defined Hardware;109
11.1.1;5.1.1 A Means of Transport or a Computer with Four Wheels?;111
11.1.2;5.1.2 GE’s Bet on Software;111
11.1.3;5.1.3 Android Wear: A Software Platform for Wearable Devices;112
11.2;5.2 Software Is Pervading Industries;112
11.2.1;5.2.1 How Software Is Revolutionizing the Fast-Food Industry: “McDonald’s on Your Smart Phone”;113
11.2.2;5.2.2 How Software Is Reshaping the Construction Industry: The All-Powerful BIM System;114
11.2.3;5.2.3 Software-Based Farm Management: Cloud, Big Data and Farmaron;115
11.2.4;5.2.4 How Software is Pervading the Finance Industry: Wolfram’s Retirement Planning Calculator;117
11.3;5.3 Software-Defined Anything;118
11.3.1;5.3.1 The Internet: The Physical Basis for Software-Defined Anything;119
11.3.2;5.3.2 Software-Defined Anything Accelerates the Development of Cloud Computing, the Internet of Things and Big Data;121
11.4;5.4 The Path to Success in the “Software-Defined Anything” Era;123
11.4.1;5.4.1 The Verticalization of Software Companies;123
11.4.2;5.4.2 The “Virtualization” of Hardware Products;124
11.4.2.1;5.4.2.1 Focus on Demand and Find Real Problems to Solve;124
11.4.2.2;5.4.2.2 Enhancing Interdisciplinary Collaboration;125
11.4.3;5.4.3 Have You Found the Right People?;125
11.4.4;5.4.4 Where Will the Investment Opportunities Be in the Future?;126
11.5;5.5 Conclusion;128
12;6 Outsourcing and Crowdsourcing—From Building All-Round Capabilities to Outsourcing and Crowdsourcing;129
12.1;6.1 Outsourcing and Crowdsourcing: Similar but Different;131
12.1.1;6.1.1 Links Between Outsourcing and Crowdsourcing;131
12.1.2;6.1.2 Outsourcing ? Crowdsourcing;132
12.2;6.2 Modern Service Outsourcing Driven by IT Innovations;133
12.3;6.3 Outsourcing: Why and How?;135
12.3.1;6.3.1 The Good News and the Bad News;135
12.3.2;6.3.2 Outsourcing Strategies;137
12.3.2.1;6.3.2.1 Use the Right Metrics to Evaluate Outsourcing Strategies;137
12.3.2.2;6.3.2.2 Don’t Outsource Mission-Critical Components;137
12.3.2.3;6.3.2.3 Pursue the Ultimate Goal of Creating Values for Customers;138
12.4;6.4 Crowdsourcing: A New Model of Innovation by All;138
12.4.1;6.4.1 The Value of Crowdsourcing;138
12.4.2;6.4.2 How to Benefit from Crowdsourcing;140
12.5;6.5 The Maker Movement: The Next Step After Crowdsourcing;143
12.6;6.6 Conclusion;145
13;7 Prosumer Economy—From Supply Chain to Prosumer Economy;146
13.1;7.1 The New Scenario of Demand in the Digital Age;147
13.1.1;7.1.1 Reflections on the Traditional Supply Chain;148
13.1.2;7.1.2 The Rise of the Demand Chain;149
13.1.3;7.1.3 The Changing Rules of the Game;150
13.2;7.2 Prioritizing User Demand;151
13.2.1;7.2.1 Qunar.com: No Model, but Demand;151
13.2.2;7.2.2 P&G: The Consumer is the Boss;152
13.2.3;7.2.3 Amazon: Standing in the Shoes of Customers;153
13.3;7.3 Consumer Demand: Seeing Past the Tip of the Iceberg;154
13.3.1;7.3.1 Observing in the Real Environment;155
13.3.2;7.3.2 Experience as a Customer;156
13.3.3;7.3.3 Precise Demand Prediction via Big Data;156
13.4;7.4 How to Create the Demand Chain;158
13.4.1;7.4.1 End Users, not just Direct Users;159
13.4.2;7.4.2 Long-Term Partnerships;159
13.4.3;7.4.3 Sharing Demand Information;160
13.4.4;7.4.4 Learning to Leverage Crowdsourcing;161
13.5;7.5 Lean Startups and the Demand Chain;161
13.5.1;7.5.1 Two Cases;162
13.5.2;7.5.2 Steps for Startups to Validate Customer Demand;163
13.5.3;7.5.3 Adapting and Adjusting;164
13.6;7.6 Conclusion;164
14;8 The Long Tail Market—From Economies of Scale to Economies of Scale and the Long Tail Market;165
14.1;8.1 Learning About Long Tail Theory;166
14.1.1;8.1.1 The Golden Rule of the Industrial Age: Economies of Scale;166
14.1.2;8.1.2 The Rise of the Long Tail Theory: From Chandler to Dixit and Anderson;167
14.1.3;8.1.3 The Value of the Long Tail;168
14.1.3.1;8.1.3.1 Long Tail Advertising: Google;169
14.1.3.2;8.1.3.2 Long Tail Finance: Yu’E Bao;169
14.1.3.3;8.1.3.3 Life-Service Long Tail Company: 58 Tongcheng;169
14.2;8.2 Rethinking “2080” and “8020”;170
14.2.1;8.2.1 Is the 2080 Principle Losing Its Meaning?;171
14.2.2;8.2.2 Is the Top 20 % in the Chart Meaningless?;172
14.2.3;8.2.3 Is the Long Tail Market Just the Segment Market?;173
14.3;8.3 The Forces that Foster the Long Tail Market;173
14.3.1;8.3.1 The Rise of Niche Demand;173
14.3.2;8.3.2 Reducing the Cost of Customized Manufacturing;173
14.3.3;8.3.3 Reducing the Cost of Sales;174
14.3.4;8.3.4 More Channels of Discovery;175
14.4;8.4 Long Tail + Blue Ocean;176
14.4.1;8.4.1 Long Tail Versus Blue Ocean;176
14.4.2;8.4.2 Lvmama: Capturing the Long Tail and Exploring the Blue Ocean;178
14.4.3;8.4.3 Avoiding the Major Markets, Seizing the Blue Ocean Market, and Heading for Bigger Markets;179
14.5;8.5 Achieving Success with the Long Tail;180
14.5.1;8.5.1 Making the Long Tail Longer;180
14.5.2;8.5.2 Reducing Costs as Much as Possible;180
14.5.3;8.5.3 The Integration of the Short Head and the Long Tail;181
14.6;8.6 Conclusion;181
15;9 Digital Finance-From Traditional Finance to Digital and Internet Finance;182
15.1;9.1 Traditional Finance: Challenged by Cross-Sector Innovations;183
15.1.1;9.1.1 Alipay: The First to Shake up the Financial World;184
15.1.2;9.1.2 Internet Companies Aggressively Moving into Financial Sector;187
15.2;9.2 Supply Chain Finance;188
15.3;9.3 P2P Online Financing Platforms;190
15.4;9.4 Traditional Finance Transforms into Digital Finance to Fight Cross-Sector Rivals;192
15.4.1;9.4.1 Industrial and Commercial Bank of China (ICBC): The Leading Giant of Banking Digitalization;194
15.4.2;9.4.2 Financial Institutions Trying to Catch up;194
15.5;9.5 Transboundary Collaboration Between Traditional Finance and Internet Finance;195
15.5.1;9.5.1 Becoming Partners Rather Than Enemies;195
15.5.2;9.5.2 Digital Finance Is an Effective Way to Realize Inclusive Finance;199
15.6;9.6 Digital Finance;204
15.6.1;9.6.1 Capitalizing on Big Data, Cloud Computing, Platforms and Mobile Internet to Promote Financial Innovation;204
15.6.2;9.6.2 No Time to Waste: Catching up with the Advancement of “Technology Forecasting and Financial Innovation”;207
15.6.2.1;9.6.2.1 User Behavior Analysis;208
15.6.2.2;9.6.2.2 Quantum Money;208
15.6.2.3;9.6.2.3 Time Bank;209
15.6.3;9.6.3 Changing Traditional Financial Business Management with Internet Thinking;209
15.6.3.1;9.6.3.1 User Experience First and Foremost;209
15.6.3.2;9.6.3.2 Open and Inclusive;210
15.7;9.7 Conclusion;211
16;10 The O2O Model—From OnlineOffline to the O2O Model;212
16.1;10.1 Online Versus Offline;213
16.1.1;10.1.1 The Offline Model: Challenged by e-Commerce;213
16.1.2;10.1.2 The Online Model: Still Rising, But Unable to Completely Replace the Offline Model;213
16.2;10.2 Online and Offline Integration: Easier Said Than Done;215
16.2.1;10.2.1 Online Businesses Test the Water in the Offline Market;215
16.2.2;10.2.2 Offline Businesses Move Online;216
16.2.3;10.2.3 Are the Two Models Compatible?;217
16.3;10.3 The O2O Closed-Loop: A Model Worth Exploring;218
16.3.1;10.3.1 O2O Closed-Loop: Why It Emerged?;218
16.3.2;10.3.2 O2O Closed-Loop: Constituents;219
16.3.3;10.3.3 O2O Closed-Loop: Who Are the Competitors?;222
16.4;10.4 The O2O Closed-Loop in Our Lives;224
16.4.1;10.4.1 The O2O Closed-Loop: Accelerating the Transformation of the Lifestyle Industry;224
16.4.2;10.4.2 O2O Closed-Loop: Boosting the Development of Smart Business Districts;226
16.5;10.5 Are You Ready for O2O?;228
16.5.1;10.5.1 Do You Know Users’ Pain Points?;229
16.5.2;10.5.2 Do You Know Where Your Users Are?;229
16.5.3;10.5.3 Where Is Your Weakness?;232
16.6;10.6 Conclusion;233
17;11 Seizing Innovation Opportunities;234
17.1;11.1 Identifying the Trends and Seizing the Opportunities;235
17.1.1;11.1.1 Imagination: The Most Wonderful Quality of Human Beings;235
17.1.2;11.1.2 Encouraging Tomorrow’s Technological Innovations Based on Technology Development Forecast;235
17.1.3;11.1.3 Re-examining the Significance of Mastering the Hype Cycle;236
17.1.4;11.1.4 Gartner’s Top 10 Strategic Technology Trends for 2015;237
17.1.5;11.1.5 Identification of Business Trends Cannot Be Separated from the Prediction of Technological Innovation Trends;238
17.2;11.2 Making Integrated Use of Business Trends;238
17.3;11.3 New Trends in the Manufacturing Sector: Industry 4.0;241
17.4;11.4 New Trends in Multinational Operation and Investment: Is Innovation Getting More Attention?;243
17.4.1;11.4.1 Why Did Huawei Set up a Research and Development Center in Israel?;243
17.4.2;11.4.2 Why Did Russia Plan to Build the Next Silicon Valley?;243
17.4.3;11.4.3 Why Did Tesla Open up Its Patents and Technologies to Its Competitors?;244
17.5;11.5 Can the O2O Model Broaden Our Horizons?;244
17.6;11.6 Conclusion;246
18;Postscript;247
19;References;249
Introduction.- 1. Trend 1: Big Data: From Raw Data to Big Data.- 2. Trend 2: Cloud Computing: From Offline Calculation to Cloud Computing.- 3. Trend 3: Platforms: From the One-sided Market to the One-sided + Two-sided Market.- 4. Trend 4: Mobile Internet: From PC-Based Internet to Mobile Internet.- 5. Trend 5: Software-Defined Anything: from Software-Defined Hardware to Software-Defined Anything.- 6. Trend 6: Outsourcing and Crowdsourcing: From Building All-round Capabilities to Outsourcing and Crowdsourcing.- 7. Trend 7: Driven by Demand: From Supply Chain to Demand Chain.- 8. Trend 8: The Long Tail Market: from Economies of Scale to the Long Tail Market.- 9. Trend 9: Digital Finance: From Traditional Finance to Digital and Internet Finance.- 10. Trend 10: The O2O Model: from online/offline to the O2O model.- 11. Seizing Innovation Opportunities.- Conclusion.- Postscript.
