Nicholas Kincaid

  • googleA corporate strategy article by Thunderbird students Eric Chown, Mike Grey, Nicholas Kincaid, Steve McCaa, Charles Midthun and Srikanth Venkatasubramanian

    Mei Huang's family has moved from Beijing to Shanghai and she misses her old friends. She had a great day in school today and has met a new boy -- she is really excited and wants to share the news -- what are they up to and wouldn't it be nice to just chat real time, even if it was online -- but the current service provider has strict limits on this capability. ... Wen Li met with a group of friends last night and they know there is something wrong with the way people are being treated by the local businesses -- the bosses seem to have no feeling or responsibility to the workers. This leads to thoughts about the Tiananmen Square uprising and the reasons for the demonstrations -- but there is no way to search for anything related to this period, everything is censored. ... Hui Zhong has been working on a report on the river systems in China, but the word for river “jiang” is the same as that of a former head of the communist party and searches for political information are taboo. (Ford) So she needs to be somewhat vague, and the information returned doesn't meet her needs. There must be a better search engine that understands more than exactly what is typed, something that understands what she wants or is looking for.

  • LinkedInA corporate strategy article by Thunderbird students Leah Burdick, Ilan Fehler, Nicholas Kincaid, Peter Klein and David Ryan

    More so than traditional businesses, online businesses have the distinct advantage of acquiring more information about their customers. The more that is known about online users’ habits, needs and preferences, the greater the value that is derived from that relationship, as the businesses are better able to cater to the needs of those online users. An online network, a system of users, is enhanced not only by the relationship the business has with the user but also by the relationships that the users have with one other. Take the telephone for example. If you were one of the first three people to own one, you could only call the other two. Fortunately, today millions of people have access to telephones and anyone of them could theoretically call any other one. Therefore, a network of users derives greater value through the network’s size and ubiquity -- the larger the network, the greater the value to both businesses and consumers.