What happened to Alibaba?

The problem behind Alibaba's success is a self-deprecating joke circulated by Ma Yun in the industry: Ma Yun was on a business trip and saw a famous domestic media introducing a very successful entrepreneur in a large space on the plane. The whole article describes the entrepreneur's entrepreneurial achievements and extraordinary talents incisively and vividly, which makes Ma Yun feel excited and admired for the entrepreneur. He couldn't wait to visit at once, but when he saw the end of the article, he suddenly found that the entrepreneur described in the media. From a few years ago, it was rumored that "the daily tax payment was 6.5438+0 million yuan", and it was sought after and interviewed by hundreds of well-known media around the world after IPO. Alibaba, a B2B e-commerce platform built by Ma Yun in nine years, has become the benchmark of e-commerce in China, and in the following days, Alibaba, especially Ma Yun, has become the most talked about topic in the industry. Someone joked that no matter you are a businessman or an ordinary netizen, you must know the name "Ma Yun". You may not know what "Ma Yun" does, but what you must know is that Ma Yun is an idol and Ma Yun is a legend. Behind the myth that Ma Yun Ali ascended the altar, and behind Ma Yun's self-mockery, one problem is that even Ma Yun himself doesn't think that he or his business has reached a very successful level, or that it is perfect, and it is more an artificial coronation of others. Behind the rapid development of Alibaba, there are also some problems that need to be solved urgently. These two days, I read an article by Mr. Jing Linbo about Alibaba's four hidden worries, and made a comprehensive analysis of Alibaba from the aspects of ownership structure, personal halo effect of Ma Yun and the difficulty of branch construction and management, and I felt that I benefited a lot. At the same time, I also have some thoughts and suggestions on the rapid development of Alibaba and the challenges and opportunities it faces at present. Let's make a simple statistics on the segmentation competition in the same industry. In fact, there are many B2B websites in China, but from the perspective of regional, industry and category refinement, the development of B2B is obviously unbalanced, which is also where some companies and websites see that Alibaba has not done well in recent two or three years. Therefore, some new improvement schemes are gradually introduced. The websites we are familiar with now, such as Netsun Technology, China Chemical Industry Network and China Manufacturing Network, can be subdivided according to industries, which can achieve information symmetry and further clarify customer needs, which is undoubtedly a challenge for Alibaba. As we all know, the profit sharing of different regional sales models has begun to expand in various fields of domestic industries. However, there will be a series of problems behind this expansion. For example, there is bound to be a problem of profit sharing between branches and agents, and how to balance the interests has become the first consideration for Alibaba. Secondly, Alibaba's next consideration is definitely not limited to a provider of business information. They think more about how to increase the trading volume and better promote the trading of the platform, which will inevitably involve the further upgrading of the commercial platform. The shareholding structure is complicated. Although Alibaba is a local company, it is registered in other places. From a legal point of view, it is also a purely foreign-funded enterprise. Moreover, judging from the shareholding structure of Alibaba listed in Hong Kong, Yahoo and Softbank are the largest and second largest shareholders of Alibaba respectively. In terms of share ratio, Yahoo holds 39% of the shares of the group company, the group company accounts for 83% of the shares of the network company, Yahoo indirectly holds 32.37%, subscribes to 1.2%, and * * * holds 33.57%; Softbank holds 29.3% of the shares of the group company, and indirectly holds 24.32% of the shares of the company through the group; The two companies totaled 57.89%. In this way, the shares of Alibaba's management are very few, that is to say, if Alibaba really wants to achieve local holding, there is still a big problem in the middle. The credit crisis may not be a problem faced by Alibaba, but it is an urgent problem for almost the whole e-commerce. In fact, legal cases about e-commerce integrity abound. Faced with the massive information provided, both parties have concerns, but there is really no good way to solve this problem. Even the so-called diamond sellers on Taobao can give credit to buyers and sellers to a certain extent, but it still can't solve this problem. As far as I know, at present, China Manufacturing Network is brewing a user authentication filtering system, hoping to filter and audit the information of merchants in this way, so that buyers and sellers can get to know each other better in terms of quality and credibility. In fact, not only that, Alibaba's rapid development is also faced with problems such as the integration of the value chain of small and medium-sized enterprises, the penetration of cities below level 4, the rapid development of corporate culture integration, and the co-management of tax departments and online merchants by Taobao, which will become the bottleneck in Alibaba's development. Expert: The development of domestic e-commerce has a long way to go. "Although we see that B2B SMEs in China are very prosperous, in fact, we should be soberly aware that the development level of e-commerce and informatization in China is still at a low level compared with developed countries, and it cannot be concealed by the aura of one or two cases at present. The development of e-commerce in China still has a long way to go. " This is the evaluation of the current situation of e-commerce development in China by an expert member of the E-Commerce Association at the 3rd APEC E-Commerce Business Alliance Forum held in Beijing a few days ago. Mr. Jing Linbo, the expert committee of China Electronic Commerce Association, also said: "The success of Alibaba has undoubtedly attracted people's attention, but there is no need to gild the lily for the success of the enterprise. Critically reflect on the hidden worries of Alibaba model, reveal the potential problems in its development process, or the biggest constraint at present, and let a great company escape the fate of ups and downs. And with the gradual popularization of e-commerce in China, Alibaba will present more and more problems. " Alibaba's success so far lies more in the four words he encouraged himself than in Alibaba's impeccable editor's postscript: as the helm of Alibaba, Ma Yun once showed his humility in many public occasions: "When you think you are successful, it is the beginning of your failure." This sentence impressed me deeply. In fact, the reason why I list my views in combination with Mr. Jing Linbo's is not to attack the development of Alibaba. Alibaba, as a leader in the development of e-commerce in China, is undoubtedly our pride, and we also have great expectations for this enterprise. However, the rapid development of an enterprise will never be smooth sailing, and it will inevitably encounter various problems. The wise Ma Yun has actually made many corresponding adjustments, including job exchanges among senior executives. The author only suggests that as a media, in the period of rapid development of enterprises, it is more necessary for enterprises not only to act as a catalyst to gild the lily, help enterprises develop problems and put forward reasonable suggestions.