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首页 斗鱼直播商业模型分析(英文论文)

斗鱼直播商业模型分析(英文论文).pdf

斗鱼直播商业模型分析(英文论文)

仙人指路
2019-02-22 0人阅读 举报 0 0 暂无简介

简介:本文档为《斗鱼直播商业模型分析(英文论文)pdf》,可适用于初中教育领域

UniversityofManchester,GlobalDevelopmentInstituteCourseTitle:eBusiness:OrganisationandStrategyCourseCode:MGDILecturer:DrPingGaoDateDue:MayAssignmentTitle:BusinessmodelanalysisofonlinelivestreamingindustryinChina:acasestudyofDouyuliveStudentID:WordCount:IntroductionVideoofthegameisrigiddemandformanyindividualsInthepast,customerswouldbuyCDstosatisfyneedsWiththedevelopmentofinformationtechnology,thewayofinformationtransmissionhaschangedtousenetworkInthesituation,Twitch,whichistherepresentativeofthegamestreamingsite,hasraisedupAfterthat,EsportsonlinelivestreamingplatformshavebeenattractingmoreandmoreattentionInChina,onlinelivestreamingplatformshasalsobeendevelopedrapidlyinrecentyearsEspeciallysince,numerousofonlinelivestreamingplatformshaveemerged,andmostofthemfocusonEsportsonlinelivestreamingatbeginningDouyuliveisamodelofthemIn,DouyulivewasawardedthePrizeforBestBusinessGrowthCapacitybyInternetSocietyofChina(IMCC,)Atpresent,DouyulivehasbecomeoneofthemostfamousonlinelivestreamingplatformsinChinaTherearelargenumberofanchorsworkingforthecompanyItissignificanttoexplorethesuccessofDouyuliveMeanwhile,fromanacademicviewpoint,businessmodeliscloselyconnectedwithhowacompanydoesbusinessandacquiresrevenue(Porter,)AnalysingthebusinessmodelcouldhelppersonsunderstandacompanymoredeeplyHowever,therearelimitedresearchingaboutonlinelivestreamingplatformsinChinaTherefore,theessaywillachievetwoobjectives:UsingselectedframeworktoanalysethebusinessmodelofDouyuliveandunderstandthecurrentsituationofChinaonlinelivestreamingindustryTheessaywillmainlyfocusonanalysingthebusinessmodelofDouyuliveandthustoexplorewhyDouyulivecouldbecomeoneoftheleadersinonlinelivestreamingindustryDatacollectionwillbefromInternet,articles,journals,reportsandtheinterviewofanchorsLiteraturereviewBusinessmodelBusinessmodelisabroadtopicDifferentauthorsmayhavedifferentviewpointsButthereisageneralpointofviewisthatbusinessmodelsareabouthowdoorganizationscreatevalue(Gao,Porter,)AccordingtoMitchellandColes(),businessmodelconsistsofsevenelements:who,what,when,why,where,howandhowmuchwhenthecompanyprovidingproductsorservicesAndtheorganizationissupposedtounderstand:whoiscustomer,whatdoescustomervalue,howtogeneraterevenueandhowtodelivervaluetoconsumers(Magretta,)Generally,theresearchofbusinessmodelcanbedividedintofourstreams(Gao,)ThefirstkindofstreampaymoreattentiontotheclassificationofbusinessmodelOneinfluentialpointofviewisgivenbyTimmers(),hedescribedthebusinessmodelasastructureforproduct,serviceandinformationflow,whichincludesadescriptionofthevariousbusinessactors,potentialbenefitsandthesourcesofrevenueThisopinionfocusonimprovingprofitbyeffectivelyandefficientlyorganizingtheresourcesandtheelectroniccommerceactivitiesAnotherfamouspointofviewispointedoutbyRappa()HeconcentratesonthewaythathowtheorganizationdoesbusinesssothattheorganizationcandevelopmentsustainablyRappaalsocategorizesthebusinessmodelintonineforms,includingadvertising,affiliate,brokerage,community,infomediary,manufacturer,merchant,subscriptionandutilityThesecondstreamdepictsthevariouscomponentsofthebusinessmodelandexplainthemechanismsofhowtouseITtodobusiness(Gao,)AfuahandTucci()pointsoutthatInternetbusinessmodelissupposedtohelpthecompanytomakemoneyforalongtermbyusingtheInternetFurther,theysummarizetencommonelementsinbusinessmodels:profitsite,customervalue,scope,price,revenuesources,connectedactivities,implementation,capabilities,sustainabilityandcoststructureHowever,accordingtoPateliandGiaglis(),theresearchonbusinesscomponentsisdifficulttomakeacontributiontoanoverallprogressofknowledgegenerationThus,inthethirdstream,theemphasishasshiftedtoexplorethelinkagebetweenthevariouscomponentsofthebusinessmodelormodellingITbusinessprocessOneoftheframeworksbasesonfoursupports,whichincludeproductsandservices,ITinfrastructure,customerrelationshipandfinancialassets(OsterwalderandPigneur,)TheframeworkcombinesthebusinessmodelwithISinfrastructureFinally,thefourthstreamfocusonidentifyingcriteriasothatevaluatebusinessmodelInordertoevaluatethepotentialofbusinessmodels,HamelandRuben()pointoutfourfactors:efficiency,businessuniqueness,ITbusinessfitandprofitboosterGao’sframeworkThefollowingframeworkisdesignedbyDrGao,whichcanbeseenfromfigureGao()pointsoutthatgenerally,inITbusinessmodelresearch,valueandvaluecreationarekeyfororganizationsHowvalueiscreatedhasbecomethemostgrailguestofscholars(DaSilvaandTrkman,)Thus,valueissupposedtobethecoreofthisframeworkInaddition,thevalueisindirectlyinfluencedbyInternetITandenvironmentwhicharetwoexternalfactors,anditisdirectlyinfluencedbytwointernalfactors,includingfirmcapabilityandresourceandthefirmboundaryFigureAframeworkforanalysinginformationtechnologybusinessmodelSource:Gao()ValueIntheframework,valueisthebasicelementAsforabusinessmodelvalueisalsothecoreelementWhatisthevalueandhowtomakevalueareimportantforacompanyValuecreationisvitalfororganizationstosustainablydevelopThevalueincludescustomervalueandfirmvalueandherethefirmvaluereferstorevenue,profitandcompetitiveadvantagewhichcouldensurethecompanytosustainablydevelopFirmcapabilityandresourceTheseconddimensionisfirmcapabilityandresourcewhichisinternalelementthatcandirectlyimpactonvaluecreationInordertogenerateprofits,thecompanyissupposedtoefficientlyuseitscapabilityandresourcestoprovideproperproductsandservicestothecustomerAfuahandTucci()statethattherearethreekindsofresources:tangible(physicalresourcesandfinancialresources),intangible(copyrights,reputation,brand)andhumanresourceTheyalsosaythatfirmcapabilityshouldhavetheabilitytoturnitsresourcesintocustomers’valueThefirmboundaryFirmcapabilityandresourceasmentionedbeforeismainlyfocusonthefirmitselfHowever,Gao()statesthatthefirmboundarynotonlydiscussestheinternalorganization,butalsoexploretheexternalsupportivepartnershipsGaocontinuestosaythatthefirmboundaryshouldbedefinedbothhorizontallyandverticallyFromtheperspectiveofhorizontalboundary,thecompanyissupposedtogainincreasedrevenuesbyexpandingitsoperationscaleandeconomiesofscopeWhenitcomestoverticalboundary,thefirmissuggestedtopresentvaluechainintegrationandalsoproperlyexplainthesourcesofvaluecreationEnvironmentWhendesigningthefirmboundary,itisvitalformanagerstocarefullyconsiderthesurroundingenvironmentThiselementcanbedividedintomacroandmicroenvironment(Gao,)Morespecially,macroenvironmentincludeseconomic,institutional,legal,cultureandsocialaspects,whichcandirectlyinfluencethewholeindustryAtthemicrolevel,theindustrialandcompetitiveenvironmentshouldbeconsideredItcandirectlyaffectthefirm(AfuahandTucci,)InternetITThelastelementisInternetIT,whichplaysanimportantroleinthisdayandageItcandramaticallyaffecttheboundaryofthefirmInaddition,thedevelopingofITcanhelpfirmtoimprovetheefficiencyoftransactionandlowerthecostThus,itisimportantfororganizationstokeeptrackofITdevelopmentsothatgrapetheemergingbusinessopportunities(Gao,)TheframeworkwillbeusedincasetoanalysethebusinessmodelofDouyuliveTheessaywillexplorewhyDouyulivecouldbecomeoneoftheleadersofonlinelivestreamingplatformsinChinaCasestudyDouyuliveisfoundedinbyWenmingZhangItisanonlinelivestreamingplatformthatincludeslivevideogames,sports,varietyandentertainmentButitmainlyfocusesonlivevideogamesDouyulivedevotestoprovidethebestenvironmentforanchorsandaudiences(DOUYUCOM,)FigureshowstheresultsoftheanalysisandtheessaywillexploreitindetailFigureThebusinessmodelforDouyuliveSource:Gao()ValueanalysisValueplaysavitalroleinabusinessmodelValuecreationisimportantforthedevelopmentofthecompanyValueanalisyscanbedividedintocustomervalueandfirmvalueCustomervalueDouyuliveconstructsanenjoyableatmosphereandenvironmentforusersIntheliveplatform,userscanfreelyenjoyhighdefinitionlivevideoandchoosedifferentkindsoflivecontentsAtfirst,DouyulivemainlyfocusesonlivevideogamesInordertofulfilusers’needs,DouyulivesignedcontractswithseveralwellknownelectronicsportsplayersfromthefamousEsportsgames,suchasLeagueofLegendsandDOTAThenusershaveagreatchancetowatchtheirEsportsidolsplayingtheirfavouritegameswithoutthelimitationoftimeandplacewithaconnectedcomputerormobiledevicesBecauseDouyulivenotonlyprovideswebbasedservices,butalsohasitsownmobileapplicationAnduserscanlearnfromprofessionalplayerssothatimproveownskillsInaddition,userscansendbarrage,whichmeansthattheycanpostacommentandeveninteractwithanchorsandotherspectatorsThebarragefunctionreducesthegapbetweenspectatorsandanchors,whichhelptodispelspectators’lonelinessandgivethemachancetoshowtheiropinionsMoreover,spectatorscanrewardanchorswhotheylikeorrespectbyusingyuwan,whichisakindofspecialvirtualpropsthatcanimproveanchors’revenueLastbutnotleast,esportstournamentbecomepopularinthisdayandageDouyuliveprovidesaplatformforuserstofreelywatchthematchanduserscanalsoshareopinionswithalargenumberofspectatorsFirmvalueFirmvaluereferstorevenue,profitandcompetitiveadvantagewhichcouldensurethecompanytosustainablydevelop(Gao,)Firstly,DouyulivecangeneraterevenuefromadvertisingWiththevastnumberofusers,DouyulivehasconsiderablenetworkflowMassiveusersgenerateamassofnetworktrafficTheglobaltrafficrankofDouyuliveisinthetop(Alexa,)Therefore,Douyuliveisanidealplatformtodoadvertising,especiallyforthecategoryofvideogameadvertisementsSecondly,Douyusellsvirtualprops,suchasyuwanwhichismentionedbeforeUserstendtorewardtheirfavouriteanchorsandthustheymaytopupThereisalistthatshowtherankofusers’contributiontotheanchorDouyulivewillsharedrevenuewithanchorsThirdly,exceptthecompetitiveadvantageofthelargenumberofusers,DouyulivealsohassufficientcapitalIn,Douyulivecompletedtheroundcfinancingabouthundredmillion(CNY)(Sina,)Althoughlivestreamingplatformsmayhavealargenumberofusers,ithastocoverhighbandwidthcostsThesignificantamountsoffundingcertainlyimproveDouyulive’scompetitivepowerFinally,DouyulivehasbeenstartingtocultivatepersonalanchorsExceptthosefamousstarsinthefieldofanchors,DouyuliveusesownresourcestocultivatequiteafewpopularanchorswhocomefromgrassrootsTheseanchorsnowbecomethebackboneofDouyuliveandexpandsthepopularityofthecompanyFirmcapabilityandresourceSWOTanalysisofDouyuliveSWOTanalysismeansaprocessthatevaluatesfourelementsstrengths,weaknesses,opportunitiesandthreatsofanorganization(Humphrey,)ItwillbeusedtoanalysethecapabilityandresourceofDouyuliveStrengthsSufficientcapital:Douyulivecompletedtheroundcfinancingabouthundredmillion(CNY)(Sina,)Thenumberofusers:In,therankofDouyulive’smobileapplicationisNoinChinainthecategoryoflivestreamingapp(SOHO,)Andin,theglobaltrafficrankofDouyuliveisinthetop(Alexa,)Popularanchors:Douyulivenotonlyhasseveralfamousanchorsfromprofessionalesportsteams,suchasWhite,butalsohasconsiderableanchorswhoarefromgrassrootsIndifferenttypesoflivevideogamesorotherfieldslikesportsandvariety,therearehighpopularityanchorsattractingspectatorsWeaknessesHighbroadbandcost:DouyulivehasalargenumberofusersandanchorsMeanwhileitneedstoundertakehighbroadbandcostAgreatnumberofgrassrootsanchorscannotgeneraterevenuefortheplatformHighanchorscost:TheplatformhashighdependenceonfamousanchorsThefamousanchorcanattractalargenumberofusersInordertoretaintalents,theplatformalsoneedstoprovideoutstandingsigningbonustofamousanchorsOpportunitiesGrassrootsanchors:TherearealargeamountofgrassrootsintheplatformandhenceDouyulivehasagreatchancetofindandcultivateownanchorswithpotentialFinally,toreducethedependenceonfamousanchorsHighnetworkflow:TheplatformhashighnetworkflowExcepttraditionalmethods(advertising),theremaystillhavecreativemethodstomonetizeitstrafficForexample,in,Douyulivesoldelectronicticketstousersandspectatorscouldexperiencethehighdefinitionlivematches(SOHO,)ThreatsThethreatsfromcompetitors:ThepeercompanieswillbecompetingwithDouyulivefortalentsRegulationsandlaws:AnchorsneedtolivestreaminginacivilizedmannerTheymayviolateindividuals’privacyandrights,especiallytheoutdoorlivebroadcastThefirmboundaryThefirmboundaryisavitalelementintheframeworkwhichcandirectlyinfluencevalueItcanbedividedintohorizontallevelandverticallevelHorizontallevelWiththeincreasednumberofusersandbroaderlivecontents,DouyulivehasmorecooperativepartnersMorespecifically,DouyulivecooperateswithgamedevelopingcompanieslikeBlizzardEntertainmentandRiotGamesandprofessionalesportsclubsuchasWEandIGInaddition,therearemanyanchorscomefromgrassrootsbecauselowbarriertobecomeananchorSomeanchorsbelievethatlivevideogamescansatisfytheirentertainmentneedsandatthesametimetheymayearnmoneyMeanwhile,newpartnershelpDouyulivetoincreasetheeconomiesofscopeAsaresult,DouyuliveimprovestherevenuesVerticallevelDouyulivenotonlyprovideswebbasedlivestreaming,butalsoprovidesmobileapplicationforusersInaddition,atbeginningDouyulivemainlyfocusesonlivevideogames,butnowitslivestreamingcontentsbecomebroader,suchassports,music,liveoutdoorbroadcast,varietyandsoonDouyulivehaswitnessedanextremelyentertainmentsceneWithmorepartnerstakepartinandmorestandardizedmanagementtotheanchorsandlivestreamingcontentsDouyulivetendstomoreeffectivelyuseresourcestocreatevaluesanddeliverbetterservicestousersFinally,itwouldincreasethepotentialofrevenuesEnvironmentInordertodevelopcompanysustainably,itisvitalformanagerstounderstandthesurroundingenvironmentEnvironmentcanbedividedintomacroenvironmentandmicroenvironmentMicroenvironmentcandirectlyinfluencethefirmOnthecontrary,macroenvironment,whichincludeseconomic,institutional,culturalandsocial,candirectlyinfluencethewholeindustry(KotlerandArmstrong,)Inthispart,theessaywillfocusonthemacroenvironmentofDouyuliveandmainlyexplorethepoliticalfactor,culturefactorandsocialfactorPoliticalfactorPoliticalfactorisaveryseriousquestionformanagerstoconsider,duetothisfactorcandirectlyinfluencethewholeindustryInChina,SARFTandChina’sministryofculturehavetheresponsibilitytosupervisetheliveindustryIn,SARFTissuedacirculartostrengthensthesupervisionThecircularordersthattheliveplatformmusthavelicenseandanyorganizationcannotuse“TV”,whichisadistinguishedname,inthebrandwithoutapprovingAndthatiswhyDouyuTVatthebeginningchangedtoDouyulivenowMoreover,theliveplatformissupposedtoobeytherulesvoluntarilyandresistvulgar,cheapandkitschformsoflive,ortheanchorandtheplatformwillgetpunishmentsTherefore,DouyuliveshouldpaymoreattentiontomanagetheiranchorsCulturefactorAlongwiththegradualflourishesinEsportsindustry,therearealargeamountofyounggenerationsincreasinglyfocusingonEsports,suchasLeagueofLegends,DOTAandStarcraftPeopleareinurgentneedofaplatformwhichcanprovidethemaspacetocommunicate,entertainmentandlearnhowtoplaythegamebetterDouyulivefocusedonEsportsliveatbeginningandsignedwithfamousEsportsplayers,whichhelptheplatformtoattractaconsiderablenumberofusersSocialfactorChinahasaverylargeamountofpopulation,whichmeanstherearemoreopportunitiesIntermsofthedatafromMinistryofIndustryandInformationTechnologyofthePeople’sRepublicofChina(),mobilebroadbandusersalmostbillionandmobilephoneusersoverbillionSurfingonlinebyusingcomputersandmobiledevicesbecomeanormalthingandanindispensablepartofpeople’sdailylifeDouyulivenotonlyfocusonthewebbasedlive,butalsomobiledevicesapplicationBasedontheaccurateunderstandingofmarkettrends,DouyulivetendstowinalargenumberofusersInternetITInternetITplaysanimportantroleinbusinessmodel,whichaffectsvalueindirectlyWiththedevelopingofIT,thefirmcanimprovecompetitiveforcesDouyuliveusesnetworktoprovidefreeliveInternetbroadcaststousersSpectatorscanenjoysuperdefinitionorhighdefinitionlivebroadcasts,Butthepreconditionisthatspectatorsregisterandlogintheplatform,oruserscanonlywatchthelowdefinitionlivebroadcastsInaddition,thetechnologyofbarrageeffectivelyimprovestheentertainingandcreatesafreeenvironmentforspectatorstoshareopinionsandfeelingsComparedwithtraditionallivebroadcasts,thenewtechnologyeffectivelyreducesthegapbetweenanchorsandspectatorsTheinteractionsurelycanbeabletostrengthentheperformanceofanchorsandattractmorespectatorsaswellWhat’smore,consideringthemobiledevicesmarkets,DouyuliveprovidesownapplicationtousersBytheendof,ChinahadalreadyrankedNowiththelargestnumberofmobilephoneusersInFebruary,thereareoverbillionmobilephonesubscriptionshadbeenregisteredinChina(Statista,)AccordingtoChristensen(),inordertotakeadvantagesofITinnovation,thefirmissupposedtocatchthedevelopmentofITandgrabtheemergingbusinessopportunitiesUserscanwatchthelivebroadcastswithoutthelimitationoftimeandplaceAsaresult,DouyuliveenhancesthestickinessofusersandimprovestheprofitsindirectlyDiscussionandconclusionTheessaysoughttoanalysethebusinessmodelofDouyulivewithGao’sframeworkandtrytoexplorethequestionwhyDouyulivebecomeoneoftheleadersinonlinelivestreamingindustryThereasoncanbesummarizedfromfiveaspects:Firstly,fromtheperspectiveofenvironment,DouyulivehasbenefitedfromthehighnetworkutilizationandthepopularityofEsportsinChinaDouyulivestrengthensthemanagementtoanchorsandneverbreaksthecircularSecondly,theITinnovationofbarragereducesthegapbetweenanchorsandspectatorsUserscanusecomputerstowatchtheliveandmobiledevicesaswellandthusthelimitationoftimeandplacehasbeenaddressedThirdly,fromtheviewpointoffirmcapabilityandresource,DouyulivecompletedthecroundfinancingandhadconsiderablecapitalInaddition,itattractsalargenumberofusersandobtainshighnetworktrafficFourthly,Douyulivecooperateswithmanystrongpartners,suchasfamousEsportsclubsandvideogamedevelopingcompaniesItnotonlyincreasestheeconomiesofscope,butalsoeffectivelyusesresourcestocreatevaluesanddeliverbetterservicestousersFinally,DouyuliverationallyusesotherelementstocreatebettervaluetocustomerandinturnthefirmalsogeneratesmorevalueOverall,inordertoanalysethebusinessmodelofDouyulive,theessayfirstmakesabriefliteraturereviewonbusinessmodelandGao’sframeworkAndthentheessayusestheframeworkfromfiveperspectivesofelementstoexploreDouyulive’sbusinessmodelFinally,giveaconclusionofwhyDouyulivecouldbecomeoneoftheleadersinthelivestreamingindustryTheessayhasthelimitationofdatacollection,lackingtheformalresourcesSomeofthearticlesandtheinterviewingofanchorsareinformalInfuture,theresearchtendstocollectmoreformalresourcesandtrytogetthefirsthanddatafromthemanagersofDouyuliveandthustoexplorethebusinessmodelofDouyulivemoredeeplyReferenceAfuah,ACTucci,C()InternetBusinessModelsandStrategies:TextandCasesBoston,McGrawHillAlexa()DouyucomtrafficstatisticsAvailable:http:wwwalexacomsiteinfodouyucomAccessed:AprilChristenson,C()Theinnovator’sdilemmaHarvardBusinessSchoolPress,Cambridge,MassDaSilva,CM,Trkman,P()Businessmodel:WhatitisandwhatitisnotLongrangeplanning,(),DOUYUCOM()Available:https:wwwdouyucomcmsaboutaboutushtmlAccessed:AprilGao,P()Aframeworkforanalysingemergingbusinessmodels:casesofChina’smediaindustryElectronicMarkets(),Gao,P()IntroductiontoBusinessModeleBusiness:OrganizationandStrategycourseunitehandoutIDPM,UniversityofManchester,ManchesterHamel,G,Ruben,P()Leadingtherevolution(Vol)Boston,MA:HarvardBusinessSchoolPressHumphrey,A()SWOTanalysisformanagementconsultingSRIalumniNewsletter,,IMCC()Available:http:wwwimccorgcnAccessed:AprilKotler,P,Armstrong,G()PrinciplesofmarketingPearsonEducationMagretta,J()WhybusinessmodelsmatterHarvardBusinessSchoolPublishingCorporationMIIT()ThesituationofeconomicoperationintelecommunicationindustryfromJanuarytoMarchAvailable:http:wwwmiitgovcnnnnnnccontenthtmlAccessed:AprilMitchell,D,Coles,C()TheultimatecompetitiveadvantageofcontinuingbusinessmodelinnovationJournalofBusinessStrategy(),Pateli,AG,Giaglis,GM()Amethodologyforbusinessmodelevolution:applicationinthemobileexhibitionindustryNAPateli,AG,Giaglis,GM()AresearchframeworkforanalysingeBusinessmodelsEuropeanjournalofinformationsystems,(),Porter,ME()StrategyandtheInternetHarvardBusinessReviewMarch,Rappa,M()ManagingthedigitalenterprisebusinessmodelsonthewebNorthCarolinaStateUniversityWorkingPaperSina()Douyulivecompletedthecroundfinancing:hundredmillion,TencentagainleadsfinancingAvailable:http:techsinacomcnidocifxuxnahshtmlAccessed:AprilSOHO()Themostspecificreportoflivestreamingindustry:YYranksthefirst,DouyuliveranksonlytheforthinChinaAvailable:http:mtsohucomnshtmlAccessed:AprilSOHO()Douyulivesellselectronictickets,whichisvaluedhighlyAvailable:http:mtsohucomnshtmlAccessed:AprilStatista()NumberofmobilecellphonesubscriptionsinChinafromFebruarytoFebruary(inmillions)Available:https:wwwstatistacomstatisticschinamobileusersbymonthAccessed:AprilTimmers,P()BusinessmodelsforelectronicmarketsElectronicmarkets,(),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