At the "Dialogue with Omaha: 11th U.S.-China Investors Reception" held on May 2 in Omaha, Nebraska, Bolong Li, Senior Vice President and Global Growth Head of Amazon's Audible, shared insights through three narratives on how companies can adapt operations and branding in response to AI-driven changes.
The first story detailed Audible's global expansion strategy. As part of Amazon's cultural and entertainment division, alongside Prime Video and Amazon Music, Audible has prioritized international growth. Li recalled that the brand initially launched in the U.S. a decade ago with ambitions to reach global audiences. Early efforts followed a traditional country-manager model, involving heavy operational investments in developed markets like the UK, Germany, and Japan. Over ten years, this approach enabled entry into only about a dozen markets, falling short of the goal to expand into over 200 countries and territories.
To accelerate growth, Audible shifted tactics two years ago, focusing on mobile apps as a primary platform. By leveraging distribution channels like Apple and Alphabet's app stores, which already have extensive global reach, the company implemented lightweight marketing strategies without deep localization or major changes to existing technology, content, or language. Li emphasized the effectiveness of this method, noting that rapid, low-cost entry into diverse markets allows companies to attract early adopters, gather valuable data, and refine strategies—especially with AI enhancements. He referenced Silicon Valley author Geoffrey Moore's "Crossing the Chasm" as theoretical support for this approach.
The second story highlighted cross-industry trends in entertainment, citing Netflix's move into gaming. Several years ago, Netflix invested heavily in this sector, committing $2 billion in 2024 alone. However, after limited success, the company pivoted to developing mini-games based on popular series like "Squid Game." Li explained that such跨界 ventures, including Spotify's entry into audiobooks, reflect a broader logic: in an era of rapid technological change, the key is to create additional value for users to remain relevant. AI, he noted, reduces R&D and opportunity costs, encouraging more tech firms to explore new domains.
The third story contrasted the "Long Tail" theory with the "Blockbuster" concept. Li mentioned how Silicon Valley entrepreneur Chris Anderson's decades-old theory—explaining the rise of internet firms by meeting niche demands at low cost—aided Amazon's growth. However, traditional companies like Paramount and Warner struggled when applying this to content. Harvard scholar Anita Elberse's work later challenged the long tail's viability in media. Li concluded that while new theories and technologies offer guidance, their true value must be tested through实践: do they genuinely deliver extra benefits to users?
In closing, Li shared a core philosophy for navigating technological disruption, quoting Zhuangzi: "Life is finite, while learning is infinite; to pursue the infinite with the finite is perilous." He interpreted this for businesses: resources and focus are limited. Chasing every new trend can distract from converting technology into productivity. Instead, companies must回归本质—concentrating on creating long-term or diversified value for users—to ultimately yield greater returns for both the firm and its investors.
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