McKinsey’s latest report reveals six breakthrough Asian business models—driven by trust, emotional resonance, personalization, and AI—that have delivered compound annual growth rates far above market averages, and outlines four structural advantages and five actionable insights for global firms seeking sustainable expansion.
The article examines whether the surge of general‑purpose large language models such as Manus, Claude Sonet, and Qwen undermines the Bessemer Venture Partners claim that Vertical AI will grow tenfold, by analysing market size, use‑case demand, technical challenges, emerging business models, and competitive moats.
In this roundtable, moderator Garry and guests including Box CEO Aaron Levie discuss the current AI revolution, the role of model companies, opportunities for startups, pricing models, enterprise adoption, security concerns, and the broader economic impact of AI on businesses and society.
The article breaks down the core formulas from Liang Ning’s book “True Demand,” explaining how product value is built from functional, emotional, and asset components, how emotional value is driven by physiological arousal, cognitive cues, and mental accounting, and how change dynamics, brand positioning, and personal value assessment shape successful business strategies.
This article traces the evolution of software from early free distribution to the rise of open source, explains why open source does not equal free, examines its commercial successes and licensing shifts, and explores the new challenges posed by the cloud era.
This article explores 5G network slicing technology, its end‑to‑end management lifecycle, industry use cases, and the business models that enable operators and verticals to deliver customized, cost‑effective virtual networks across sectors such as smart transportation, healthcare, education, and commerce.
The article traces the evolution of commercial open‑source companies, examines recent licensing battles sparked by Amazon’s Elasticsearch service and MongoDB’s license change, and analyzes how these tensions reshape software development, investment, and delivery in the era of public cloud dominance.
In his 2021 Open Source AceCon keynote, Chen Kai examines the evolution of open‑source and cloud‑native technologies, outlines three primary open‑source business models, analyzes the impact of public‑cloud providers, and proposes ways to sustain open‑source ecosystems through technical innovation, viable commercial strategies, and balanced governance.
The speech highlights four major problems in China's consumer internet—zero‑sum competition, exploitative product design, unchecked data collection, and price discrimination—and argues that a shift toward industry‑specific internet models can create sustainable, multi‑party value.
This article examines how open‑source software alters the software industry's economic dynamics, from historical development patterns and monopoly tendencies to network externalities, cost structures, and the emergence of new business models that intensify competition, lower prices, and drive technological progress.
The article reviews how 2018 marked a pivotal year for open source software, highlighting major acquisitions, the rise of commercial open source models, and the strategic advantages that drive market adoption, offering venture capital perspectives on what makes open source ventures succeed.
This article explains how IO aggregation, RAID write penalties, and different business models such as OLTP, OLAP, VDI, and SPC‑1 affect storage performance, detailing FC bandwidth calculations, cache acceleration, and the impact of read/write ratios on RAID configurations to guide practical performance evaluation.
The article analyzes three cloud‑centric commercial models—Pay As You Grow, Pay As You Use, and Revenue Sharing—explaining their origins, pricing mechanics, suitable scenarios, and the distinct advantages and risks they bring to customers, operators, and equipment suppliers.
The article traces the historical evolution from 19th‑century joint‑stock companies to today’s platform‑driven, individual‑centric economic landscape, arguing that the internet, cloud and low transaction costs are reshaping organizations and heralding a shift away from the classic company‑employee model.
The article explores four fundamental internet economic modes—Violence, Command, Exchange, and Gift—examining their characteristics, historical dominance, and why the gift economy could become the prevailing model in the digital age.
