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The Resource 数字化时代的十大商业趋势 : Evolution of Theories and Applications

数字化时代的十大商业趋势 : Evolution of Theories and Applications

Label
数字化时代的十大商业趋势 : Evolution of Theories and Applications
Title
数字化时代的十大商业趋势
Title remainder
Evolution of Theories and Applications
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Contributor
Subject
Language
eng
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
数字化时代的十大商业趋势 : Evolution of Theories and Applications
Label
数字化时代的十大商业趋势 : Evolution of Theories and Applications
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4537069
Publication
Copyright
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Related Agents
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Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Foreword -- Foreword II -- Author's Preface -- Preface -- Contents -- Introduction -- 1 Big Data-From Raw Data to Big Data -- 1.1 Getting a Glimpse of Big Data -- 1.1.1 The Essence of Big Data -- 1.1.2 The Evolution of Big Data -- 1.2 The Value of Big Data -- 1.2.1 A Mass of Data: A Gold Mine Rather Than a Treasure Chest -- 1.2.2 Data Mining: A New Business Competence -- 1.3 The Application of Data Mining -- 1.3.1 A Boost to Financial Institutions -- 1.3.2 Big Data Application in the Pharmaceutical Industry -- 1.3.3 Alibaba's Secret to Success: Big Data -- 1.4 Entrepreneurs: How Far Away Are You from Big Data? -- 1.4.1 Will Big Data Support Cross-Sector Innovation? -- 1.4.2 How Should Small Companies Embrace Big Data? -- 1.4.3 You Have the Technology, but Do You Have the Talent? -- 1.4.4 Structural or Non-structural Data? -- 1.5 Conclusion -- 2 Cloud Computing-From Offline Computing to Cloud Computing -- 2.1 What Is the Cloud? -- 2.2 What Is New About the Cloud? -- 2.3 The DNA of Cloud Service -- 2.4 The Cloud in Business -- 2.4.1 Kingdee Helps Companies Look to the Clouds -- 2.4.2 Yonyou Seizes a Cloud Opportunity for Transition -- 2.4.3 AliCloud Propels Yu'E Bao Behind the Scenes -- 2.5 The Cloud in Our Lives -- 2.5.1 Remote Collaboration: Cloud Office -- 2.5.2 New Experience: Sound Cloud -- 2.5.3 Massive Space: Cloud Storage -- 2.6 The Future of the Cloud -- 2.7 Conclusion -- 3 Platforms-From the One-Sided Market to the One-Sided + Two-Sided Market -- 3.1 The Catalyst of Platforms: The Internet -- 3.2 A Keyword of Platforms: Connection -- 3.2.1 Platforms' Connection Goal: Becoming Multi-lateral and Diversified -- 3.2.2 Connection Method: Interaction and Win-Wins -- 3.3 Platform Advantages: The Ecosphere and Big Data -- 3.3.1 The Systematic Advantage of Platforms: The Ecosphere -- 3.3.2 The Platform's Twin: Big Data
  • 3.4 Three Factors in the Success of Platforms -- 3.4.1 No Cost -- 3.4.2 Openness -- 3.4.3 Maximization of User Value -- 3.5 How to Build a Successful Platform Enterprise -- 3.6 Conclusion -- Reference -- 4 Mobile Internet-From PC-Based Internet to PC-Based Internet and Mobile Internet -- 4.1 PC Internet Versus Mobile Internet -- 4.1.1 Huge Differences -- 4.1.2 Catching up and Overtaking -- 4.1.2.1 Larger User Base -- 4.1.2.2 More Mobile Apps and Usages -- 4.1.2.3 Constant Innovation in the Mobile Payment System -- 4.1.2.4 The Profit Model Matures -- 4.2 Integration and Collision -- 4.2.1 The Integration of Mobile Terminals, PCs and E-consumer Terminals -- 4.2.2 The Integration of the Industrial Chain -- 4.2.3 The Integration Between Industrial Chains -- 4.2.4 The Integration of Mobile Internet with Traditional Industries -- 4.3 The New Journey from PC Internet to Mobile Internet -- 4.3.1 Tencent: Back to Zero and Starting Anew -- 4.3.2 Microsoft: Two Firsts -- 4.3.3 Fighting for Control of the Traffic Gateway -- 4.3.4 Mergers and Acquisitions that Define Territories -- 4.4 The New Mobile Internet Thinking -- 4.5 Conclusion -- 5 Software Defined Anything-From Software-Defined Hardware to Software Defined Anything -- 5.1 Software-Defined Hardware -- 5.1.1 A Means of Transport or a Computer with Four Wheels? -- 5.1.2 GE's Bet on Software -- 5.1.3 Android Wear: A Software Platform for Wearable Devices -- 5.2 Software Is Pervading Industries -- 5.2.1 How Software Is Revolutionizing the Fast-Food Industry: "McDonald's on Your Smart Phone" -- 5.2.2 How Software Is Reshaping the Construction Industry: The All-Powerful BIM System -- 5.2.3 Software-Based Farm Management: Cloud, Big Data and Farmaron -- 5.2.4 How Software is Pervading the Finance Industry: Wolfram's Retirement Planning Calculator -- 5.3 Software-Defined Anything
  • 5.3.1 The Internet: The Physical Basis for Software-Defined Anything -- 5.3.2 Software-Defined Anything Accelerates the Development of Cloud Computing, the Internet of Things and Big Data -- 5.4 The Path to Success in the "Software-Defined Anything" Era -- 5.4.1 The Verticalization of Software Companies -- 5.4.2 The "Virtualization" of Hardware Products -- 5.4.2.1 Focus on Demand and Find Real Problems to Solve -- 5.4.2.2 Enhancing Interdisciplinary Collaboration -- 5.4.3 Have You Found the Right People? -- 5.4.4 Where Will the Investment Opportunities Be in the Future? -- 5.5 Conclusion -- 6 Outsourcing and Crowdsourcing-From Building All-Round Capabilities to Outsourcing and Crowdsourcing -- 6.1 Outsourcing and Crowdsourcing: Similar but Different -- 6.1.1 Links Between Outsourcing and Crowdsourcing -- 6.1.2 Outsourcing {u2260} Crowdsourcing -- 6.2 Modern Service Outsourcing Driven by IT Innovations -- 6.3 Outsourcing: Why and How? -- 6.3.1 The Good News and the Bad News -- 6.3.2 Outsourcing Strategies -- 6.3.2.1 Use the Right Metrics to Evaluate Outsourcing Strategies -- 6.3.2.2 Don't Outsource Mission-Critical Components -- 6.3.2.3 Pursue the Ultimate Goal of Creating Values for Customers -- 6.4 Crowdsourcing: A New Model of Innovation by All -- 6.4.1 The Value of Crowdsourcing -- 6.4.2 How to Benefit from Crowdsourcing -- 6.5 The Maker Movement: The Next Step After Crowdsourcing -- 6.6 Conclusion -- 7 Prosumer Economy-From Supply Chain to Prosumer Economy -- 7.1 The New Scenario of Demand in the Digital Age -- 7.1.1 Reflections on the Traditional Supply Chain -- 7.1.2 The Rise of the Demand Chain -- 7.1.3 The Changing Rules of the Game -- 7.2 Prioritizing User Demand -- 7.2.1 Qunar.com: No Model, but Demand -- 7.2.2 P&G: The Consumer is the Boss -- 7.2.3 Amazon: Standing in the Shoes of Customers
  • 7.3 Consumer Demand: Seeing Past the Tip of the Iceberg -- 7.3.1 Observing in the Real Environment -- 7.3.2 Experience as a Customer -- 7.3.3 Precise Demand Prediction via Big Data -- 7.4 How to Create the Demand Chain -- 7.4.1 End Users, not just Direct Users -- 7.4.2 Long-Term Partnerships -- 7.4.3 Sharing Demand Information -- 7.4.4 Learning to Leverage Crowdsourcing -- 7.5 Lean Startups and the Demand Chain -- 7.5.1 Two Cases -- 7.5.2 Steps for Startups to Validate Customer Demand -- 7.5.3 Adapting and Adjusting -- 7.6 Conclusion -- 8 The Long Tail Market-From Economies of Scale to Economies of Scale and the Long Tail Market -- 8.1 Learning About Long Tail Theory -- 8.1.1 The Golden Rule of the Industrial Age: Economies of Scale -- 8.1.2 The Rise of the Long Tail Theory: From Chandler to Dixit and Anderson -- 8.1.3 The Value of the Long Tail -- 8.1.3.1 Long Tail Advertising: Google -- 8.1.3.2 Long Tail Finance: Yu'E Bao -- 8.1.3.3 Life-Service Long Tail Company: 58 Tongcheng -- 8.2 Rethinking "2080" and "8020" -- 8.2.1 Is the 2080 Principle Losing Its Meaning? -- 8.2.2 Is the Top 20 % in the Chart Meaningless? -- 8.2.3 Is the Long Tail Market Just the Segment Market? -- 8.3 The Forces that Foster the Long Tail Market -- 8.3.1 The Rise of Niche Demand -- 8.3.2 Reducing the Cost of Customized Manufacturing -- 8.3.3 Reducing the Cost of Sales -- 8.3.4 More Channels of Discovery -- 8.4 Long Tail + Blue Ocean -- 8.4.1 Long Tail Versus Blue Ocean -- 8.4.2 Lvmama: Capturing the Long Tail and Exploring the Blue Ocean -- 8.4.3 Avoiding the Major Markets, Seizing the Blue Ocean Market, and Heading for Bigger Markets -- 8.5 Achieving Success with the Long Tail -- 8.5.1 Making the Long Tail Longer -- 8.5.2 Reducing Costs as Much as Possible -- 8.5.3 The Integration of the Short Head and the Long Tail -- 8.6 Conclusion
  • 9 Digital Finance-From Traditional Finance to Digital and Internet Finance -- 9.1 Traditional Finance: Challenged by Cross-Sector Innovations -- 9.1.1 Alipay: The First to Shake up the Financial World -- 9.1.2 Internet Companies Aggressively Moving into Financial Sector -- 9.2 Supply Chain Finance -- 9.3 P2P Online Financing Platforms -- 9.4 Traditional Finance Transforms into Digital Finance to Fight Cross-Sector Rivals -- 9.4.1 Industrial and Commercial Bank of China (ICBC): The Leading Giant of Banking Digitalization -- 9.4.2 Financial Institutions Trying to Catch up -- 9.5 Transboundary Collaboration Between Traditional Finance and Internet Finance -- 9.5.1 Becoming Partners Rather Than Enemies -- 9.5.2 Digital Finance Is an Effective Way to Realize Inclusive Finance -- 9.6 Digital Finance -- 9.6.1 Capitalizing on Big Data, Cloud Computing, Platforms and Mobile Internet to Promote Financial Innovation -- 9.6.2 No Time to Waste: Catching up with the Advancement of "Technology Forecasting and Financial Innovation" -- 9.6.2.1 User Behavior Analysis -- 9.6.2.2 Quantum Money -- 9.6.2.3 Time Bank -- 9.6.3 Changing Traditional Financial Business Management with Internet Thinking -- 9.6.3.1 User Experience First and Foremost -- 9.6.3.2 Open and Inclusive -- 9.7 Conclusion -- 10 The O2O Model-From OnlineOffline to the O2O Model -- 10.1 Online Versus Offline -- 10.1.1 The Offline Model: Challenged by e-Commerce -- 10.1.2 The Online Model: Still Rising, But Unable to Completely Replace the Offline Model -- 10.2 Online and Offline Integration: Easier Said Than Done -- 10.2.1 Online Businesses Test the Water in the Offline Market -- 10.2.2 Offline Businesses Move Online -- 10.2.3 Are the Two Models Compatible? -- 10.3 The O2O Closed-Loop: A Model Worth Exploring -- 10.3.1 O2O Closed-Loop: Why It Emerged? -- 10.3.2 O2O Closed-Loop: Constituents
  • 10.3.3 O2O Closed-Loop: Who Are the Competitors?
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1 online resource (250 pages)
Form of item
online
Isbn
9789811010798
Media category
computer
Media MARC source
rdamedia
Media type code
c
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