I think this model can be improved further if China actually starts a primary doctor system. Currently the mainstream mindset may be still going to the hospital if they can. The growth potential is huge but it will be more of a supplementary tool in my mind
Thanks! The Chinese matchmaking market was dominated by 3 giants. I think even there is a first mover advantage there could have rooms for more players into the market and hinder the profitability in the mid term.
I am also surprised by how many of my friends use the mobile app to purchase the coffee beforehand now. It seems a few firms such as Dunkin Donut, MCK are also launching the mobile purchase functions. Do you think the digital initiative will create synergies to the other brands that may not have sold that well as well (simply, can this fix the infrequent visit issues with the other brands as well)
This reminds me of one company that visited us during the Digital Summit that also focuses on geo-spatial data. It seems there is growing # of firms doing similar data analytics, in what ways do you think they can differentiate from each other? Is it the end-market exposure, quality of data (if so what metrics do you look at) etc
Glad you mentioned about the availability of the low cost VR device now! My question is that do you think Google should produce more sophisticated version device and move up the quality and cost curve? My concern is that as the overall cost curve comes down in the industry, at some point we will see affordable Hive or Samsung Gear while with a better image quality
I agree with your observation on Nvidia’s capability in this space. Not an expert in this field but I study a little bit about CPUs. GPUs with parallel processing capability can gradually replace some workloads CPU conducts traditionally. Just wonder what’s the blue sky TAM scenario for GPU or the integrated chips you mentioned and what’s the timeline for us to get to that adoption curve
Interesting. I am surprised to see the charge on customer experience is about the same in the education space. I have actually been to some of the furniture websites, my question is that how different will their products offered different to just have a 3D camera film around the furniture and how is the competition space?
Thanks Seunghyun, very interesting and cool technology.
Agree with Yuval on the risk of bias. And human beings are complex, I wonder how the technology is able to capture the different parameters and factor that into the model. What if human judgement (art) contradicts with the data results (science)?
How transferable the algorithm would be across demographics?
Good question Yuval! In fact I realized I made a wrong statement on Zhihu Live, it’s not pay as you wish but seemingly mandatory sponsor. So from the # of registerers on the website I can see although the participating numbers per session vary from a few hundred to a couple thousand (ie. a recent live session by Joseph E. Stiglitz, Nobel prize winner attracted 34,809 audience with each paying RMB 99/ USD13). Obviously some of these might go to the speakers’ wallet. But it’s indicative that the willingness to pay for quality information by the middle class people in China is there. The context is Chinese is willing to pay for learning in general – i.e education etc.
Another feature that makes sponsoring these events smoother that I notice is that the submission process is quite convenient. You can do online or by mobile, and through “wechat pay” platform. Normally every Chinese will have some money sitting on wechat account given the wechat’s social network function, the entire process can be done within seconds.
This sounds very innovative and B2B is the way to go. What’s your view on the competitive landscape? What makes its technology difficult to copy
Good post Hao!
Do you think C2C business model is still valid (or more appropriately will still have growth) given the rise of B2C business such as Tmall, JD.com?
Also what’s adage you quoted in Chinese? 🙂
Sounds interesting! I have a few questions:
1. How easy/hard is it to build out an extended user network, what’s their economics like, i.e how much are they charging the consumers/merchants
2. What if the e-commerce websites decide to invest in their own payment service, by offering discounts to shoppers in order to maintain customer data, or the new entrants offer a better pricing, will they be able to disrupt Paytm’s incumbent position. One mitigant I would think is maybe e-commerce websites in India have too much to worry hence they won’t focus on the payment network
3. What’s the rough % of consumers that are willing to pay online vs cash on delivery. How does Paytm address critical issues of cyber security
Interesting post! I have been wondering if the quant strategy fits certain market conditions and that’s what drives all these platforms with zillions of database out to the spotlight. These conditions include low vol (before Nov 2016), high momentum, and crowding on the bluechip stocks which makes some large stake quant strategy easier to execute. This is just one conjecture. So the question is if these premise gradually fade out, how do they stay competitive compared to traditional active houses. What’s more as more funds come into this area, it requires a stronger and faster turn and delivery of new strategy before it gets crowded out. What’s your take on this
This is very interesting Seunghyun! I am a frequent customer for doordash and seamless!!
Food delivery is a scale and labor intensive business, what’s their strategy in competing with the competitors on getting the market share as fast as they can before they run out of money
I think convenient store in Korea are very resourceful, and attracts a lot lunch purchasers as well. And esp I assume most of the business should come from Greater Seoul, how sustainable this business model is?
What do you think of other players who own delivery network already to enter this field, such as CJ KX etc?