International Journal of Economics, Finance and Management Sciences
Volume 7, Issue 6, December 2019, Pages: 187-196
Received: Oct. 11, 2019;
Published: Nov. 8, 2019
Views 424 Downloads 142
Lv Bo, Business School, Beijing Wuzi University, Beijing, China
Gu Qiaoling, Business School, Beijing Wuzi University, Beijing, China
Zhi Yechao, Business School, Beijing Wuzi University, Beijing, China
This paper constructs a comparison framework of the cloud-based platform model consisting of cloud foundation, cloud function, cloud resource, cloud collaboration and cloud sustainability, and randomly selects 610 of Chinese maker space and American maker space as comparable samples. A comparative study was made on the status quo of its development. The study found that the similarity lies in the fact that both China and the US have rapidly grown in number, creating more than 30 types of cloud functions, gathering more than 80 types of cloud resources, forming a cloud collaboration network, and initially generating a sustainable cloud platform ecosystem. The difference is that the US created a space early, on the cloud to form an advanced infrastructure with 3D printing as the standard, highlighting online interaction on cloud functions, vertical areas on cloud resources, and cloud collaboration pursue intelligent matching and comprehensively utilize up to 12 revenue channels in cloud sustainability. Aiming at the problems existing in Chinese maker space cloud platform model, this paper reveals the external manifestation of the US maker space cloud platform model. It gives enlightenment to China from cloud foundation, cloud function, cloud resource, cloud collaboration and cloud sustainability. And revealing the logic of internal development, and proposing that Chinese mass maker space should be “table” and “inside” and to promote the soundness and development of the model of space cloud platform in China.
A Comparative Study on Cloud Platform Model of Chinese and American Maker Space, International Journal of Economics, Finance and Management Sciences.
Vol. 7, No. 6,
2019, pp. 187-196.
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