Zhu China's Technology Innovators

Selected Cases on Creating and Staying Ahead of Business Trends
1. Auflage 2018
ISBN: 978-981-10-5388-7
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 193 Seiten

Reihe: Management for Professionals

This book is one of the first to explore how Chinese companies are feeling the impulse of emerging business trends and seizing opportunities brought by technology innovation. It consists case studies of 7 Chinese companies: 3DMed, Wechat from Tencent, Shanghai GM, CP Group, Alibaba, AutoNavi, and ICBC. Each Chinese company has its unique perspectives and different ways to make transformation and business model adjustments. The book helps fill the gap between the global interest in 'Innovate in China' and the limited availability of cases on innovations in the country. It is a valuable reference resource for readers in China and beyond wishing to address challenges in the context of growing digital technologies and overwhelming business trends.

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 CEIBS 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 honors 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(editor-in-chief), the 2010 Report on Development of China's Outward Investment and Economic Cooperation(editor-in-chief), Platform as a Service, the Report on China' Third Party E-payment Sector, E-payment Revolution, the Chinese version of Mastering the Hype Cycle, and Business Trends in The Digital Age: Evolution of Theories and Applications (Published by Springer in 2016).

Autoren/Hrsg.

Zhu, Xiaoming

Inhaltsverzeichnis

1;Foreword I;6
1.1;The Inevitable Trend of an Innovation-driven Future;6
2;Foreword II;8
3;Author’s Preface;10
3.1;Sorting the Wheat from the Chaff;10
3.2;A Straw in the Wind;11
3.3;As Compelling as Ever;12
4;Contents;13
5;1 Case I: 3DMed: An R&D Platform for Personalised Precision Anti-cancer Drugs;17
5.1;Overview of Anti-cancer Drug R&D;17
5.1.1;History of Anti-cancer Drug R&D;18
5.1.2;From R&D to Launch;20
5.1.3;The Biopharmaceutical Industry Chain;22
5.1.4;Analysis of Global Market Potential;23
5.1.5;Analysis of Chinese Market Potential;23
5.2;The Start-Up Decision;25
5.2.1;The Early Years: Accumulating Knowledge;25
5.2.2;Forecast of Market Trends;25
5.2.3;Back to the Homeland;26
5.3;The Start-Up’s Focus;27
5.3.1;Individualised Precision Treatment;27
5.3.2;Large-Scale Drug Screening Model;27
5.3.3;Next-Generation Sequencing (NGS);28
5.3.4;Big Data Processing;31
5.4;The Start-Up Process;31
5.4.1;Founding the Company;31
5.4.2;The Entrepreneurial Team;32
5.4.3;Accumulating Resources;34
5.4.4;Angel Round of Financing;35
5.4.5;Technological Innovation;36
5.5;The Business Value of 3DMed;36
5.5.1;Providing New Drug R&D Services;36
5.5.2;Building a Drug R&D Platform;37
5.5.3;Changing Clinical Diagnostics Models;38
5.6;Future Challenges Facing 3DMed;38
5.6.1;Sustainable and High R&D Investment;39
5.6.2;Putting a Team Together After Strategic Transformation;39
5.6.3;Cultivating Customers in a Changing Industry;41
5.7;Case Analysis I;42
5.8;Case Analysis II;43
5.9;Case Analysis III;45
5.10;References;46
6;2 Case II: Micro Platform, Major Innovation—WeChat-Based Ecosystem of Innovation;49
6.1;Precision Innovation and Rapid Iteration;49
6.2;Methodology of “Micro Innovation”;52
6.2.1;A Decentralized Organizational Structure;53
6.2.2;Small Teams Led by Project Managers;53
6.2.3;Innovate and Rapidly Iterate by Keeping Abreast of the Times;53
6.2.4;Less Is More and Reverse Iteration;54
6.2.5;Dynamic Management and Targets for Different Stages;54
6.2.6;Open Interfaces and Set up the Platform;54
6.3;Innovation of Platform Service;54
6.4;An O2O Closed Loop Formed by WeChat Payment;57
6.5;Global Positioning and Globalization;59
6.6;Mass Innovation Inspired by the Official Account Platform;60
6.7;Case Analysis I;63
6.8;Case Analysis II;65
6.9;References;68
7;3 Case III: SHANGHAI GM: The Way to Intelligent Manufacturing;69
7.1;SHANGHAI GM;70
7.2;Intelligent Manufacturing;70
7.2.1;What is Intelligent manufacturing?;70
7.2.2;Development at the State-Level Strategy;72
7.3;Intelligent Manufacturing Development in Automobile Industry;74
7.4;SGM: Informatization;76
7.5;SGM: Automation;78
7.6;Case Analysis I;79
7.7;Case Analysis II;81
7.8;References;83
8;4 Case IV: Can Robots Raise Laying Hens?;84
8.1;Beijing CP Eggs Co., Ltd;85
8.2;Why Did CP Eggs Let Robots Raise Hens?;86
8.2.1;Safety;86
8.2.2;Cost and Efficiency;86
8.3;Customized Robots;87
8.4;Innovating Business Model;89
8.4.1;Four-in-One Model;90
8.4.2;Innovating Process of the Model;91
8.4.2.1;Solving the Land Problem;91
8.4.2.2;Solving the Funding Problem;92
8.4.2.3;Using the Agreement to Bind All Partners;93
8.5;Case Analysis I;94
8.6;Case Analysis II;96
8.7;References;97
9;5 Case V: Alibaba: A Decade-Long Road to Financial Services;98
9.1;Alibaba;99
9.2;AliFinance;101
9.2.1;Sail with Wind (2002–2010);101
9.2.2;Diversified Exploration (2010–2012);103
9.2.3;Comprehensive Expansion (2012–2013);103
9.3;The AliFinance’s Seven Swords Strategy;104
9.3.1;Fundamental Credibility;104
9.3.2;Payment Rules the Roost;105
9.3.3;Petty Loan Gold Mine;108
9.3.4;Guarantee Assistance;112
9.3.5;Step Foot in Insurance;112
9.3.6;Bao Bao Transformation;113
9.3.7;First Attempt at a Privately Operated Bank;115
9.4;Traditional Finance;116
9.4.1;Traditional Finance Operation Model;116
9.4.2;Traditional Finance Industry Is Catching up;116
9.4.3;Traditional Finance and Internet Finance Industry Win-Win Cooperation;118
9.5;AliFinance’s Opportunities and Challenges;118
9.5.1;Future Opportunities for AliFinance;118
9.5.2;The Challenges Ali Is Facing;119
9.6;Case Analysis I;121
9.7;Case Analysis II;123
10;6 Case VI: Changing with the Times: AutoNavi’s Autonomous Development;125
10.1;Starting Up: Arduous Field Work;126
10.2;IPO: A Hidden Champion Appears on the NASDAQ;128
10.3;Transformation: Embracing the Big Trends in Mobile Internet;131
10.4;A Self-built Platform: “Penetration into the Whole Industry Chain”;134
10.5;The Demand for a New Mindset;138
10.6;Joining the Big Alibaba Family;140
10.7;Platform Strategy in Alibaba’s Style;141
10.8;Case Analysis I;143
10.9;Case Analysis II;145
10.10;References;147
11;7 Case VII: ICBC in the Digital Times;149
11.1;Internet Financial Counter-Attack;149
11.2;ICBC Informatization;150
11.2.1;Jiang Jianqing and Informatization;150
11.3;Informatization Process;152
11.3.1;Information System;152
11.3.1.1;Independent R&D;154
11.3.1.2;Data Center;155
11.3.1.3;Business Electronization;156
11.4;Counter-Attack of Internet Finance;157
11.4.1;Internet Finance;157
11.4.2;Regulating “Dividend”;158
11.5;Challenges ICBC Faced;161
11.6;Actively Integrating into the Internet Finance;162
11.7;Big Data;163
11.8;Setting up the Internet Financial Platform;165
11.8.1;Payment;165
11.8.2;Comprehensive Charge Payment;166
11.8.3;Online and Offline Integration POS Business Management;166
11.8.4;Instant Message;167
11.8.5;E-Purchase;168
11.8.5.1;Why Do It?;168
11.8.5.2;Current Status;168
11.8.5.3;Different Methods with Other E-Commerce Enterprises;170
11.8.5.4;Infiltration of the Internet Thinking;171
11.8.5.5;Action Breaking Through Concepts;172
11.9;Digitization Reshaping Competitiveness;172
11.10;Credit Risk Control;173
11.11;Large Asset Management;175
11.12;Large Retail;177
11.13;Large Company;178
11.14;Case Analysis I;180
11.15;Case Analysis II;183
11.16;References;185
12;Epilogue;186
13;Iteration of Cases Through Time;186
14;Epilogue—Exhibit 1;188
15;Collection of Alibaba and Ant Financial News from 2014–2015;188
16;Epilogue—Exhibit 2;190
17;I. Introduction;191
18;II. The Hard-Working Ant Financial;191
19;III. The Fast-Developing Ant Financial;192
20;IV. Conclusion;192