区块链kqt,区块链技术指标

KQT是一种基于区块链技术的新型数字资产，它利用分布式账本技术来存储和管理数字资产，确保数据的安全性和可追溯性。KQT的核心技术指标有：安全性、去中心化、可扩展性、可追溯性和可信任性。

去中心化：去中心化是区块链技术的核心特性之一，它指的是没有任何中心化组织或者中心化的控制，而是由多个节点组成的分布式网络，每个节点都是一个等价的处理者，它们可以实现去中心化的数据存储和管理。KQT也采用了这一特性，它的所有节点都是完全等价的，没有任何中心化控制，任何节点可以参与网络的运作，确保数据的安全和可靠性。

可扩展性：可扩展性是指系统能够根据实际需求进行扩展，以满足更多的用户和业务需求。KQT的可扩展性比较强，它可以支持更多的交易量和更多的用户，可以满足不同的业务需求，以满足市场需求。KQT的可扩展性不仅能够改善系统的性能，还能够提高系统的稳定性，使系统能够更好地应对不断变化的市场环境。

可追溯性：可追溯性是指系统能够追溯数据的起源和流向，以确保数据的真实性和可靠性。KQT采用了分布式账本技术，可以保证数据的可追溯性，每一笔交易都会被记录在区块链上，通过哈希算法保证数据的安全性，以确保数据的真实性和可靠性。KQT的可追溯性可以帮助企业更好地管理资产，提高资产的可视性，提升企业的管理水平。

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Ⅰ How to make money from self-media

There are three ways for self-media to make money, as follows:

1. Pure online operation, that is, owned by self-media After people gather a certain number of fans through media content management, they find suitable advertisers to advertise on the platform and realize advertising revenue.

2. Follow the practices of stars, celebrities, CEOs of large companies, etc., and rely on the popularity and personal influence accumulated in the early stage of self-media to monetize through offline channels. There are many ways to monetize offline, such as book publishing, speech training, corporate consulting, and even consider opening an online store to sell books, etc. In comparison, the latter has higher requirements for media founders.

3. Offline monetization, in order to develop into a regular and stable business project, generally requires media founders to have certain social identities, such as best-selling authors, university professors, media reporters, etc., so that they can Organically connect online and offline resources to maximize economic returns.

In self-media operations, the following principles must be followed:

There are many types of self-media platforms and they are constantly introducing new ones. Here we have just become familiar with the operation of the official Weibo, and over there we have the WeChat public platform It's on stage again. In the face of diversified self-media forms, we need to maintain sensitivity to new media, be brave enough to explore and try, and actively respond to and join new self-media platforms once they emerge.

(1) KPI blockchain extended reading:

Legal Regulations

When the development of the self-media industry is hindered, various localities also regulate the legal issues of self-media through the establishment of local regulations and other forms. However, due to the wide scale of the Internet, This makes it difficult to solve the problem of infringement in other places, and local legal norms are ineffective due to the lack of national unified standards.

Furthermore, due to the vast territory of our country, there are still large differences in the economic development level and social development status of various regions. The establishment of unified standards must take into account the development level of each region and cannot be accomplished overnight. This makes Legislation is fraught with difficulties. Regarding self-media, there are also big problems in our country’s legislative level and attitude.

my country’s existing legislation on self-media is mostly low-level legislation and is not authoritative. In judicial practice, our country often uses administrative control instead of legal control. This is because our country has no specific legal control behavior standards for this type of legal issues, making it difficult to apply legal control in practice.

my country’s attitude towards self-media is mostly regulatory. It only clearly stipulates prohibited behaviors, but does not make reasonable regulations for its development. This makes the development of this industry lack certain standards. The legal guidelines have prevented self-media from being used scientifically and effectively.

Ⅱ What is Responsibility Informatics? What is its relationship with management? What is its relationship with Responsibility Network

Responsibility Informatics is a theoretical and practical system that studies responsible information management. It is an extension of managementThe continuation and expansion of innovation in the era of digital intelligence are also the innovations of the Chinese people themselves. The implementation is the "Internet of Responsibilities", which is equivalent to an upgraded version of the Internet of Things. See below for details.

Suitable for: all types of managers and researchers

Third points are technology and seven points are management. Technology serves management. The author puts forward that "management is to manage responsibility. "Governance is to manage risks", better apply technology to management from the perspective of responsibility, and gradually improve:

The first step: the system framework of "everyone is responsible, everyone fulfills their responsibilities, and everyone enjoys"

First be applied in safety production, and cooperate with the "Safety Production Law" of the all-employee safety production responsibility system to formulate corresponding norms and standards.

Second step: Application in digital transformation and digital reform

The starting point of digital transformation and digital reform is to optimize and reconstruct the connotation and relationship of "responsibility and rights", which is also the responsibility network and the focus of responsible informatics. Therefore, it is necessary to use this book to optimize organizations, enhance competitiveness, and strengthen innovation, especially cognitive innovation and business innovation.

The third step: intelligence

From the interpretability of artificial intelligence algorithms to the responsible evaluation of algorithms, it is a leap.

The current book "Responsible Informatics" is published by Dalian University of Technology Press.

Content Introduction

The history of human progress is a history of responsibility. This book systematically combines responsibilities and information, turns seemingly abstract responsibilities into manageable objects, and provides a management mechanism for everyone to perform their duties to improve operational capabilities such as goals.

1) A simple and in-depth description of responsibility informatics: the process and scope of responsibility research are systematically elaborated; then the responsibility information space is proposed from the perspective of information access control, and a responsibility information model is established; through Construct responsibility big data to realize the process and results of quantified responsibility closed loop; form more systematic big data results through the responsibility knowledge composed of responsibility big data; and then use responsibility intelligent computing to better realize all-round refined management of responsibility.

2) Responsibility networking practice: various responsibility tools have been constructed for meeting responsibility management, rapid motivation or accountability of subordinates, personal due diligence management, etc.; a corresponding safety responsibility management method is used to achieve Application scenarios; and improved risk responsibility management in application risk management; and carried out platform design through the responsibility network, and conducted responsibility-linked design of products.

3) Expanded application of new infrastructure and new economy: Combining responsibility management from the aspects of big data, blockchain, artificial intelligence, and cultural management, overcoming the risks of these aspects in practical applications, making it possible to implement More valuable.

Contents

1. Introduction

1.1 Why do we need to study responsibility?

1.2 Gradually deepen the study of responsibility

1.3 The relationship between a society ruled by law and responsible government

1.4 Scope of responsible informatics

2. Responsible information space

2.1 From information level access control to cognitive level

2.2 Equivalence of rights and responsibilities

2.3 Equivalence of responsibilities and benefits

2.4 Responsibility classification

2.5 Informatization of responsibility levels

2.6 Comprehensive comparison with KPIs and OKRs< /p>

3. Responsibility big data

3.1 Responsibility set mathematics

3.2 Responsibility boundaries

3.3 Quantitative responsibilities

3.4 Quantitative responsibility fulfillment

3.5 Quantitative accountability and accountability

3.6 Quantitative responsibility reduction

4. Responsibility knowledge mining

4.1 Positions Personalized assessment

4.2 Knowledge level of interest chain

5. Intelligent calculation of responsibility

5.1 Comprehensive assessment of responsibility

5.2 Calculation of responsibility boundaries< /p>

5.3 Responsibility knowledge mining

5.4 Responsibility goal decomposition

6. Responsibility management tools

6.1 Meeting responsibilities

6.2 Responsible Management Tong

6.3 JiKeBao

6.4 Job Responsibility Big Data Management

7. Safety Responsibility Management

7.1 Things to be solved Questions

7.2 Safety subject responsibilities

7.3 Supervision responsibilities

7.4 Leadership responsibilities

7.5 Fire safety as an example of comprehensive management

7.6 Safety Responsibility Culture

8. Risk Responsibility Management

8.1 Risk Causes

8.2 Various Risks

8.3 Risks Responsibility Assessment

8.4 Internet of Things Risk Responsibility Management

9. Responsibility Network and Responsibility Design

9.1 Overview of Responsibility Network

9.2 Responsibility Network Overall Architecture

9.3 Responsibility Networking Level

9.4 Responsibility Networking Platform Integration

9.5 Responsibility Networking Application Architecture

9.6 Responsibility Comprehensive Design< /p>

10. Big data governance responsibilities

10.1 Big data governance

10.2 Risks in big data governance

10.3 Big data governance positions Responsibility management and control system

10.4 Position responsibility management and control system of digital twins

10.5 Big data governance in smart cities

10.6 Big data governance in smart enterprises

10.7 Responsible Big Data in Big Data Governance

11. Responsible Blockchain

11.1 Blockchain and Responsible Management

11.2 People and People Responsibility between Blockchain

11.3 Responsibility Blockchain of People and Organizations

11.4 Responsibility Blockchain of People and Equipment

12. Artificial Intelligence Responsibility Computing

12.1 Artificial intelligence and machine intelligence

12.2 Artificial intelligence robots with responsible behavior

12.3 Human-machine collaboration and responsible intelligence

12.4 Intelligent awareness of responsibility

p>

12.5 Intelligent cognition and strong artificial intelligence

13. Responsibility culture and cultural intelligence

13.1 Quantifiable responsibility culture

13.2 Cadres and Employee Responsibility Evaluation Boundaries and Training Courses

13.3 Comprehensive Responsibility Rating Basis

13.4 Human Resources Level Evaluation Form

13.5 Evaluation and Promotion

13.6 Cultural Intelligence

Appendix 1: Regulations on Safety Production Responsibility System of a Certain Unit

Chapter 1 General Principles

Chapter 2 Management System

Chapter 3 Organizational Structure

Chapter 4 Safety Production Responsibility

Chapter 5 Process Management, Assessment, Accountability, Rewards and Punishments

Chapter 6 Emergency Response Plan and drills

Chapter 7 Education, Training and Culture

Chapter 8 Supplementary Provisions

Appendix 2 Implementation Rules for Promoting the Application of Fire Supervision Responsibility Network

Chapter 1 General Principles

Chapter 2 Sources of Responsibility and List of Responsibilities

Chapter 3 Responsibilities of Key Positions of Social Units

Chapter 4 Law Enforcement Responsibilities

Chapter 5 Information Integration

Chapter 6 Supplementary Provisions

Appendix 3 Introduction to Meeting Responsible Software

Appendix 4: Introduction to Jizuobao Software

Ⅲ What are the highlights of Du Xiaoman Smart Finance at Baidu AI Developer Conference

Well, there are quite a few highlights, such as Yunfan Platform 2.0, AI Fintech capabilities, and intelligent collection robots ...Thank you for your attention to Xiaoman Finance (formerly Internet Finance).

IV What is the impact of the epidemic on artificial intelligence technology?

The role of artificial intelligence in the future development of enterprises.

Today, machines learn "what happened in the past", recognize and understand "what is happening now", and monitor "key performance indicators" (kpi). Applications based on artificial intelligence technology can give people Provide very timely and accurate guidance and advice. Enterprises in the industry also have more diversified and in-depth thinking about the future development direction of technology and products.

The epidemic has brought about crises but also hidden business opportunities.

Although the epidemic has brought dangers, it also implies business opportunities. don't ignoreThis simple "throwing a pot" involves cutting-edge research and technology integration in many fields such as artificial intelligence, image processing, communication sensing, precision structures and automatic control. Currently, this field is used by scientific research institutions around the world and many universities and colleges. focused on. The most important response measures we take are to implement joint prevention and control and strict law enforcement and supervision. Guiyang City has made it clear that in the process of developing the big data industry, the most important thing is blockchain technology, which will also play a decisive role in the development of artificial intelligence. Perhaps the opportunities for China's industrial upgrading are hidden in it!

IV Case - Learn Digital Transformation with the Annual Report of China Merchants Bank

China Merchants Bank released its 2019 annual report on the evening of March 20. Putting aside the figures of assets, liabilities, and profit performance, let’s Through its annual report, we learn how this leading domestic joint-stock bank carries out digital transformation.

The figure below is an overview of China Merchants Bank’s digital transformation based on its annual report. It can be seen from this that both the top-level company-level strategies, direction goals, and the specific implementation paths at the bottom are very clear, which lays a good foundation for the success of digital transformation.

Next, I will dismantle and analyze point by point to learn more about China Merchants Bank’s digital transformation path and results.

1 Strategy

Strategy formulation is the starting point for digital transformation. Top managers of enterprises need to set strategic goals based on the external macro environment and their own business development needs. Strategy is not illusory, but can be implemented, achievable, and beneficial to the development of the enterprise.

In 2014, China Merchants Bank clarified the strategic direction of “light banking” and the strategic positioning of “one body, two wings”.

1.1 Light Bank

- Background

From 2014 to 2016, capital shortage, asset shortage, and strong supervision were superimposed, and NPLs were overwhelmed, and anxiety about financial technology innovation began. Appear. Commercial banks face dual pressures on capital and profits, while the downturn in the real economy and macro-prudential constraints make the scale-driven growth model unsustainable both subjectively and objectively.

- Essence

Maintain profit growth while managing risks

- Features

1.2 Light transformation with one body and two wings

p>

Light banking mainly includes two points: light assets and light thinking.

Asset-light

Bank assets are divided into two categories: asset-heavy corporate loans (high profits and high risks) and asset-light retail banking, corporate finance, and interbank financial services (risk low profit).

It is precisely for light asset business, China Merchants Bank clarified the strategic positioning of "one body, two wings" and carried out asset-light transformation.

- All in one: retail bank

As the "King of Retail", China Merchants Bank has a large number of individual users. Based on the two major App platforms of "China Merchants Bank" and "Pocket Life", personal consumption finance is expanded in multiple dimensions through customer big data analysis and intelligent risk control. At the same time, based on big data and artificial intelligence, we will rapidly expand our financial investment business based on customers’ financial needs and risk preferences.

- Two wings: corporate finance & inter-bank finance

Under the general trend of financial disintermediation, banks need to develop and innovate corporate finance models and deepen their understanding of regional markets, advantageous industries and high-quality customers. We will focus on core customers, implement the "direct sales + industry franchise" model, and build a customer hierarchical and classified management system. Use financial technology to improve the financing efficiency of small and micro enterprises, vigorously develop supply chain finance, and effectively integrate peer resources.

Light thinking

President Tian Huiyu said in the annual report that "the deepest transformation of light banking is light culture." Organizational structure is the key to enterprise digital transformation, so the digital transformation of culture and structure must be completed first.

At the same time, banks should actively create an efficient and light business model, learn from excellent Internet companies, integrate online and offline channels in channel construction, and be customer-centric and insightful in product research and development. Customer needs, provide products and services around customers, and achieve digital precision marketing.

2 Goals

Defining goals means defining the battlefield. Facing a highly uncertain environment, banks need to find and lock targets to form their own core competitiveness.

Focusing on the goal of building the “best customer experience bank”, China Merchants Bank focuses on forming business control capabilities, insists on optimizing customer base and asset structure, strengthens technological empowerment construction, continues to explore multi-dimensional business models, and accelerates the creation of a comprehensive The customer base, full product, and full channel service system will further promote the digital transformation of retail finance 3.0 and seize the commanding heights of future development strategies.

3 Thoughts

3.1 Openness and Integration

President Tian Huiyu described these two points quite brilliantly in the annual report:

3.2 Taking "creating value for customers" as the starting point to promote customer experience upgrade

Banks need to be "customer-centric" and "create value for customers" in digital transformation:

- Customer Starting from demand

Banks have a large amount of historical customer transaction data and online customer service records. They should make full use of these data to conduct data analysis, discover customers' real needs, meet customers' personalized needs, and shape value-driven customer processes.

-Customer value driver

Banks need to re-examine whether products and services are valuable to customers, whether they are indispensable, and whether they are attractive enough from the perspective of customers. Only by continuing to provide value to customers can banks maintain customer loyalty and enhance customer stickiness.

- Innovative customer experience

Customers have been spoiled by Internet companies and financial technology companies (such as Ant Financial, WeChat Pay, etc.) and have begun to put forward higher requirements for banking experience. China Merchants Bank has built a professional user experience team to carry out experience innovation, pay attention to the emotional connection with customers, and continuously provide customers with the ultimate experience.

- Connecting the customer ecosystem

China Merchants Bank has built a relatively complete open banking model, focusing on transportation, government convenience, education and training, supermarkets and restaurants, culture and entertainment, express logistics, and tourism Nine high-frequency scenarios of services, real estate services, and life services create more contact points with customers and provide customers with more comprehensive services.

4 Paths

4.1 Reshape the retail financial digital system with the "North Star" indicator MAU as a guide

Many banks have set too many rules for themselves in their digital transformation. The indicators are different. China Merchants Bank has clearly pointed out the only important indicator (Polaris indicator) at this stage - MAU, and has achieved very good results.

At the same time, China Merchants Bank has improved the digital system of retail finance from three aspects:

- Digital customer acquisition

Using the two Apps of China Merchants Bank and Palm Life as platforms , explore and build digital customer acquisition models, and create new customer acquisition growth points through joint marketing, linkage marketing, scene marketing, brand advertising marketing, self-media fan marketing, MGM (customer recommended customers) social marketing and other methods to create new customer acquisition growth points.

- Digital operation

- Digital risk control

4.2 Reshape the wholesale business professional service system from an ecological perspective

- Continuously improve the hierarchical and classified customer management system

Deepen the understanding of regional markets, advantageous industries, and high-quality customers, focus on core customers, implement the "direct operation + industry exclusive" model, and build hierarchical and classified customer management system. Provide collaborative services to strategic customers, institutional customers, industry customers, and small and medium-sized enterprise customers in the supply chain, and achieve a comprehensive improvement in customer service experience from aspects such as credit strategy, product strategy, service strategy, and resource allocation.

- Strengthen professional service capabilities through digital transformation

- Achieve ecological management based on the industrial Internet

Open up the industry around three major directions: digitization of accounts and payment systems, digital financing, and export of financial technology capabilities.

4.3 Focus on process optimization to continue to create the best customer experience bank

- Reconstruct the retail customer experience monitoring system

The monitoring system is connected to 20 banks The system monitors 923 customer experience indicators, realizes real-time monitoring and digital presentation of retail customer experience, and initially builds an experience vane and service upgrade engine for retail customers.

The entire process of retail credit loan approval is digitalized, shortening the time required for approval.

Adopting the "end-to-end customer journey methodology", focusing on reshaping the entire process experience of retail customers' first-hand business journey, MGM (customer recommended customer) journey, agency business journey and credit card bill installment journey. It shortens the total time for opening an account at the first branch, solves the pain points of many breakpoints in the MGM process, reduces the steps in the agency business signing process, and improves customer satisfaction.

- Comprehensive diagnosis of key corporate customer journeys

Continuously open up online approval, risk, compliance, and operational processes, and continue to promote the reshaping of various service processes

< p> 4.4 With openness and intelligence as the core, continue to improve basic scientific and technological capabilities

In the process of digital transformation of banks, it is necessary to clarify that financial technology is the core driving force and strengthen the construction of scientific and technological empowerment. Bank technology construction needs to abandon the original traditional closed development environment and build an open technology ecosystem.

China Merchants Bank has improved its technological strength in the following aspects, which I will elaborate on one by one in the following articles:

- Based on cloud

Accelerate the construction of cloud Computing capabilities, accelerate the progress of applications on the cloud, accelerate the transformation of system architecture, and create an open IT architecture.

- Big Data

- Artificial Intelligence

Increase the research and application of AI technology and build three major AI cloud services: intelligent customer service, risk public opinion, and computer vision. Launched three major AI solutions: knowledge management, digital marketing, and risk management and control to support the intelligent development of business.

- Blockchain

Improve and develop standard chain and BaaS (Blockchain as a Service) platform ecology

- Open API

< p> Continuously enhance open banking capabilities and unify the "Open API platform" for external services across the bank, support safe and fast output of APIs, serve different scenarios such as financial payment, AI, smart parking, smart medical care, etc., and empower cooperative enterprises

< p> 4.5 Focus on breaking down silos, empowering and reducing burdens, and optimize the organizational form and cultural atmosphere

- Breaking down silos, empowering and reducing burdens

The biggest obstacle to digital transformation is not technology, but organizational walls. Each department works around KPI assessment indicators and interests, resulting in problems such as difficulty in resource coordination, poor cross-department collaboration, poor organizational flow, and duplication and waste of resources. Without a complete set of internal ecological mechanisms as a guarantee, digital transformation is impossible.

China Merchants Bank promotes task-oriented project teams that integrate across lines to promote talent flow, break traditional organizational boundaries, and stimulate organizational vitality. Deeply promote the work of "breaking silos, empowering and reducing burdens", integrating management into service. Promote a new corporate culture of "tolerating failure and rewarding success", allowing every employee to do the right thing from the bottom of his heart, rather than just focusing on KPIs.

- Lean Agile Organization

The ultimate goal of a Lean Agile organization is to achieve business agility. Business agility refers to the ability to quickly respond to market changes and emerging opportunities through innovative business solutions, thereby gaining the ability to compete and develop in the digital era.

When building a lean and agile organization, banks can refer to the seven core capabilities and implementation roadmap abstracted by SAFe (later articles will write about SAFe in detail):

China Merchants Bank continues Deepen the integration of business and technology and comprehensively promote value-driven lean R&D transformation. Technical personnel should form cross-functional teams with business departments to achieve lean and agile transformation and continuously improve delivery quality and speed.

5 Summary

Traditional banks are facing huge challenges from financial technology and challenger banks, and they need to formulate digital transformation strategies and goals that are consistent with their own realities as soon as possible.

Banks should be customer-centric and build a three-dimensional business ecosystem of "internal ecology + customer ecology + cooperation ecology".

5.1 Internal Ecology

5.2 Customer Ecology

5.3 Cooperation Ecology

Reference Articles

VI Alibaba and Tencent fell One of the top ten Internet centers bucked the market trend and ranked among the top four

After a rush in 2018, blockchain patent applications have cooled down somewhat in the first half of 2019.

The interlink pulse query on the innojoy patent platform showed that the number of blockchain patent applications in China in the first half of 2019 was 909, which was only 16.2% of the 5,606 applications in the whole of last year.

It is worth noting that although Alibaba still occupies the first position in the total number of blockchain patents, it has ranked outside the 10th place in terms of new blockchain patent applications in the first half of 2019.NetXin Technology, a subsidiary of Xunlei Group, jumped into fourth place.

Patent indicators have multiple meanings for blockchain companies, such as investment in R&D, quality of talents, emphasis on innovation, etc. From this, you can understand the other side of blockchain development.

Industry technology investment is cooling down?

Regardless of China or foreign countries, the number of blockchain-related patent applications fell off a cliff in the first half of 2019.

Interchain Pulse searched for the keyword "blockchain" through the patent query system innojoy. Half of 2019 has passed, and the number of blockchain patent applications is only 909, which is 16.2% of last year. It can be expected , this year it will be difficult to reach the number in 2018.

The situation in other global markets is not optimistic either. Searching for "blockchain", there were only 158 patent applications in the first half of this year, accounting for only 7% of last year's total.

This decline is caused, on the one hand, because the development of blockchain technology may enter a plateau period, and the patent layout in the blockchain field has entered the final stage, and all patents in this application have been applied for. , naturally reducing investment; on the other hand, the effectiveness of blockchain implementation is insufficient and no short-term effects can be seen. Enterprises that use KPIs as assessment targets naturally reduce investment in blockchain; finally, it may be due to market reasons. The price collapse of crypto assets in half a year has affected the financing, production and other activities of block companies, which in turn has affected patent applications.

Where have Alibaba and Tencent gone?

The most surprising thing is that Alibaba was not so "progressive" in terms of blockchain patents in 2019. He won the "championship" for two consecutive years in 2017 and 2018, but he was missing from the top ten this year.

According to data obtained by interlink pulse query innojoy, Alibaba Group applied for 12 patents in the first half of 2019, ranking only 12th.

In addition, Tencent, another major Internet company, has also significantly slowed down the pace of blockchain research and development. There were only 7 related patent applications in the first half of the year, ranking 22nd.

In the first half of the year, China Unicom had the largest number of applications, with 50 applications. Ping An Technology, Complex Beauty, Wangxin Technology, and Network ranked 2-5 with 27, 25, 23, and 20 applications respectively.

Similar to the previous two years, there are two native blockchain companies in the top ten - Complex Beauty and Qulian Technology.

The evolution of China’s top ten blockchain patents

Native blockchain companies initially occupied a dominant position in related patents.

In 2015, China’s blockchain patent applications began to take off, with a total of 30 applications. The earliest batch of native blockchain companies have become the main force in blockchain patent applications. 2015The established Bubi Blockchain has applied for 8 related patents.

In 2016, the world continues to be dominated by native blockchain companies. In addition to Bubi Blockchain, there are also Hangzhou Yunxiang Blockchain, Hangzhou Complex Beauty, Beijing Tiande Technology, and Beijing Zhongxiang Bit Technology. Batch blockchain patent applications. The number of blockchain patent applications jumped to 470 that year.

It is worth noting that in 2016, Internet and financial technology companies joined the research on blockchain. The patent applications of Alibaba (7 cases) and China UnionPay (8 cases) showed that they are in the region. Blockchain business layout.

In 2017, more companies and organizations joined in blockchain research, and the number of patent applications that year was 1,478, more than three times that of 2016. In that year, Alibaba’s number of blockchain patent applications exploded (57), becoming the number one blockchain patent application.

It can be seen from the patent list that year that a group of traditional large companies poured into blockchain research, including Tencent, China Merchants Bank, China Unicom, Inspur Technology, Dianrong, etc., which all applied for more than 10 patents that year. More than 100 blockchain patents. However, native blockchain companies such as Zhonglian, VeChain, Ouluian, Qulian, etc. all ranked in the top ten in terms of patent applications that year.

In 2018, the number of blockchain patent applications was as high as 5,606. Traditional technology companies are accelerating their deployment in the blockchain field. Ping An Technology, Internet, Tencent, ZhongAn and Xunlei Group's Netcenter Technology entered the top ten in terms of patent applications that year, squeezing out native blockchain companies. Among the top ten, there are only two native blockchain companies, Complex America and Zhonglian.

Traditional technology companies and financial companies have advantages in technology, talent, and market, and most of them are trying to seize the market for blockchain patents.

The three poles of blockchain

As of the end of the first half of 2019, the number of blockchain applications in China exceeded 8,440. Alibaba still tops the list with 257 items. Complex Beauty and Zhonglian Technology are two native blockchain companies.

Interchain Pulse selected the top 30 companies with the highest number of blockchain patent applications and further subdivided them into Internet companies, financial technology companies, and blockchain companies according to their fields. companies, communication companies, Internet of Things companies, universities and computer companies.

Currently there is a situation of "three parts of the world". The top 30 companies have applied for a total of 2,431 blockchain patents. Among them, Internet companies applied for 722 patents, accounting for 29.66%, including Alibaba, Internet, Tencent, Netcenter Technology, etc.; followed by blockchain companies, applied for 547 patents, accounting for 22.5%, including Complex Beauty , Zhonglian, Yunxiang, European Chain, etc.; Fintech applied for 541 applications, accounting for 22.2%.Including Ping An Technology, Dianrong.com, Taikang Life Insurance, WeBank, etc.

The regional distribution of the top 30 blockchain patents also shows a trend of one-third of the world. Companies registered in Beijing applied for 845 patents, accounting for 34.7%, including China Unicom, China Network, Zhonglian, Qihoo, etc.; companies registered in Shenzhen applied for 830 patents, accounting for 34.1%, including Ping An Group, Tencent, Wangxin Technology, Launch Technology, etc.; there were 510 applications from companies registered in Hangzhou, accounting for 21%, including Alibaba, Complex Beauty, Yunxiang, Miyuan, etc. The performance of blockchain company clusters such as Guangzhou and Shanghai is not outstanding.

VII How to be a project party in the currency circle

A reporter from China Securities News recently obtained a copy of the market value of blockchain projects Management plan, which claims to be used to guide the currency value management of the project during the validity period of the plan, including the release of phased results of project development work, public relations strategies and behaviors, selection of exchanges, market making, price increase or suppression, and project party arbitrage.
Industry insiders pointed out that market value management plans are common in the industry and are just the tip of the iceberg of the chaos in the currency circle. In the blockchain ecological chain, participants such as exchanges, project parties, and institutions all have irregularities to varying degrees, and many investors have basically become "lambs waiting to be slaughtered." Blockchain technology should be a powerful tool to serve economic development, but many people use the banner of blockchain to actually engage in illegal fund-raising activities such as currency issuance. The industry is in chaos and requires regulatory intervention and regulation.
Fooling into the market
According to the above-mentioned market value management plan, the main goal of the first phase is to attract traffic to the project through a series of actions. The plan lists corresponding indicators, including 5 articles published by the media, 2-3 online live broadcasts, 3-5 offline roadshows, 2-3 KOL (opinion leaders) speaking out, and a telegram group with a scale of 50,000 people. WeChat group of 2,000 people, community cooperation without KPI requirements, strategic cooperation with 5-10 companies, statistical list of the top 20 token holders; signed concerted action agreement with the top 20 private equity parties with token holders, Lasts for 1 month.
Blockchain media is the first to be affected in attracting traffic. The mushrooming development of blockchain media at the beginning of this year shows how hot the market is.
“You can get many project tokens for free by posting a soft article. And the cost of media in the currency circle is extremely low. You don’t need too many people, even one or two.” Chen Song, head of a blockchain media in Shenzhen (pseudonym) told a reporter from China Securities Journal that the popularity of the “3 O’clock Blockchain” community during the Spring Festival this year led to the emergence of a large number of blockchain media. During this period, blockchain media raised funds quickly, and several leading media companies obtained high valuations.
According to incomplete statistics from Zhilian Finance, in the first quarter of 2018 alone, 15 blockchain media received financing, including well-known names such as Babbitt, Bishijie, and Shenlian Finance, with a total financing amount of 245 million yuan. Among them, Babbitt was awardedReceived 100 million yuan in Series A financing.
A reporter from China Securities Journal noticed that a technology media originally announced its transition to blockchain reporting, and some even hired blockchain content editors with a monthly salary of more than 60,000 yuan. Ordinary blockchain conference exhibition boards can List hundreds of media outlets. "Many people don't understand the media at all, they just think it's a quick way to make money. They don't verify a lot of the information, they just repost it and plagiarize it, causing rumors to fly all over the market." Chen Song said that behind many blockchain media is actually the project party. You can not only promote your own projects, but also make money by posting soft articles.
Zhang Yun (pseudonym), who previously worked for a blockchain media, said that blockchain media mainly attracts investors through content and then directs them to community operators. Analysts conduct "coin diagnosis" and analyze the market conditions of tokens. He won't sing too much explicitly, but will induce it in a subtle way. “Most of the analysts who appear are from the futures and stock trading markets. They are usually new to blockchain and are not professionals.”
Offline road shows and inviting “big V” platforms are indispensable steps. “In the past, when launching a project in the currency circle, we first found two big bosses to stand up for, and then conducted roadshows across the country. There were so-called proxy investors on site, and proxy investing could attract many investors.” Ren Gang, a senior blockchain entrepreneur (pseudonym) introduced that many investors actually do not understand the technology and applications of the project. They mainly depend on who comes to the platform. Usually the project's white paper is "endorsed" by relevant consultants, and these consultants receive benefits from the project side.
The most important result of attracting traffic is the establishment of communities, mainly WeChat groups and Telegram groups based on overseas social software Telegram. A reporter from the China Securities Journal noticed that usually there are five WeChat groups for a currency issuance project, and there are dedicated personnel to maintain them every day, and there are many robots that automatically reply. “In the group, we mainly inculcate to investors that this coin will become a hundred-fold coin or a thousand-fold coin, and randomly post some transaction screenshots in the group to build momentum. In order to increase activity, the project team will also give free tokens to investors. "Ren Gang said that the community not only plays a role in the early stage of the project, but will also help the project side "maintain order" in the later stage. “When the currency price plummets, investors are tricked not to sell, saying that it will be profitable later.”
“Harvest” investors
Once investors enter the market, what awaits them will be carefully planned by the project team "Harvest" plan.
The above-mentioned market value management plan shows that the second stage is the first month of being listed on the exchange. The main goal is to achieve a three-fold increase in the token price, and the project party sells about 10% of the number of tokens it controls. At this stage, it is still necessary to divert traffic, maintain the popularity of the previous period, and maintain the KPI of the previous stage. On the first day the project was listed on the exchange, the token price was 1.5 times the private placement price. The private placement price is defined as P, and the price fluctuates between 1.5P-2P in the first week. It is expected that some private equity parties and airdrops that have not signed an agreement will sell off at this time, and the retail investors attracted will digest this band. The quantitative team maintained the price between 1.5P and 2P, and the trading volume remained among the top three projects on the exchange; in the second weekThe price fluctuates between 1P and 2.5P; in the third week, the price fluctuates between 0.75P and 2.5P; in the fourth week, the price fluctuates between 0.75P and 2P; in the fifth week, the price fluctuates between 1.5P and 3P.
The third stage is the second month after listing on the exchange. The main goal is to list on one more exchange and two small exchanges, with the price fluctuating between 0.5P-2P. This stage allows the contracted private equity parties to ship goods and then absorb the goods at a price slightly lower than the private placement price on average. The fourth stage is the third month after being listed on the exchange. The purchase of goods has been roughly completed. A series of good news has been released. In cooperation with public relations, communities, and strategic partners, the price has begun to rise, and the price has fluctuated between 1P and 5P. Approximately 400 million tokens are shipped, the average shipping price is 3P, and approximately 30 million yuan can be obtained from sales.
Ren Gang introduced that the project team will hire a market value management team before the token is listed on the exchange. “First, you need to pay the equivalent of ETH (Ethereum) ranging from 2 million yuan to 10 million yuan, and promise to guarantee the minimum fee, as well as the income sharing, either 37% or 50%. If a project does not have a market value management team, The currency price will be smashed to nothing." He said that market value management generally adopts quantitative strategies, and the team makes buying and selling actions based on corresponding indicators on the market.
"At night, retail investors have gone to bed, and then the bankers can pull the market. When retail investors wake up in the morning and see the rise, if they follow up, the bankers will cut when they see the trend." Ren Gang said that another way to play is to smash the currency value to After two points, private equity and institutions continued to throw away their chips. “Continue to accumulate funds at low levels, start to pull up after taking complete control of the market, attract retail investors after pulling up, and then harvest retail investors at high levels, and so on.”
A reporter from China Securities News noticed that the manipulation mentioned by Ren Gang The trading strategy is basically supported by the aforementioned market value management plan.
Because the digital currency market is currently in a bear market, the prices of many tokens continue to fall, and investors have left the market in large numbers. Industry insiders joked that there are not enough "leeks". At this time, private equity institutions have become the "prey" of the project side.

VIII How to carry out digital transformation of enterprises

Digital strategic planning

When enterprises carry out digital transformation, they should put strategic planning at the top of the transformation path. Senior managers of enterprises should understand that digital transformation is a system-level project that reshapes all aspects of enterprise business, technology, and management. It requires the help of digital technology, business information systems, business intelligence BI, etc. for transformation and upgrading. There is no strategic plan. If we strictly implement it, we will not be able to complete the transformation task.

Data visualization-Pico Data Business Intelligence BI

In addition, through digital applications such as business intelligence BI, corporate senior managers can establish Different digital platforms. Internally, you can integrate business information systems, build your own APP or integrate operation and management content into other platforms. Based on data, unified management can be carried out in the background of large platforms to improve efficiency and increase accuracy; externally, enterprises can use business intelligence BI to Establish a digital platform for the industrial chain through data visualizationDisplay production, supply, raw materials, spare parts, logistics and other related data, and "connect" different enterprises in the industry chain into a network for unified management.

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