Alibaba Case Study on Strategic ManagementJasim Alam
General Environment, Industrial Forces, Business Strategy, SWOT, Vision, Mission, Alibaba, Financial, Competitor Analysis, Strategic Management, marketing, Case Study
Alibaba Group Holding Limited is a Chinese e-commerce company that provides consumer-to-consumer, business-to-consumer and business-to-business sales services via web portals.
justinethomas629@gmail.com
Alibaba Case Study on Strategic ManagementJasim Alam
General Environment, Industrial Forces, Business Strategy, SWOT, Vision, Mission, Alibaba, Financial, Competitor Analysis, Strategic Management, marketing, Case Study
Alibaba Group Holding Limited is a Chinese e-commerce company that provides consumer-to-consumer, business-to-consumer and business-to-business sales services via web portals.
justinethomas629@gmail.com
Case study analysis of Alibaba.com including General Environment, Industry envi., competitive analysis, financial analysis, SWOT analysis, business strategies used and future scenario for alibaba.com
Alibaba.com is the leading platform for global wholesale trade. We serve millions of buyers and suppliers around the world. Learn how you can find just about anything from anywhere in the world online with Alibaba.com
A analysis of Alibaba.com and Alibaba Group in terms of their business strategy and global challenges. Including SWOT, Business Canvas and 4P analysis and some simple financial analysis for year 2016 and 2015.
Case Study on Alibaba, Alipay and O2O model and swot analysis , ..etc, IIT Ropar Strategy and online marketing. Important acquisitions by alibaba and their significance in alibaba eco-system.
Alibaba is one of the top internet company that shines in this digital age.
I learn that simplicity is the key when they work on their company culture.
Great learning from Jack Ma!
This presentation is about the Alibaba group. it is the Chinese multinational technology company specializing in e-commerce, retail, internet, and technology.
Case study analysis of Alibaba.com including General Environment, Industry envi., competitive analysis, financial analysis, SWOT analysis, business strategies used and future scenario for alibaba.com
Alibaba.com is the leading platform for global wholesale trade. We serve millions of buyers and suppliers around the world. Learn how you can find just about anything from anywhere in the world online with Alibaba.com
A analysis of Alibaba.com and Alibaba Group in terms of their business strategy and global challenges. Including SWOT, Business Canvas and 4P analysis and some simple financial analysis for year 2016 and 2015.
Case Study on Alibaba, Alipay and O2O model and swot analysis , ..etc, IIT Ropar Strategy and online marketing. Important acquisitions by alibaba and their significance in alibaba eco-system.
Alibaba is one of the top internet company that shines in this digital age.
I learn that simplicity is the key when they work on their company culture.
Great learning from Jack Ma!
This presentation is about the Alibaba group. it is the Chinese multinational technology company specializing in e-commerce, retail, internet, and technology.
All about Alibaba.com, the second largest e-commerce company in the world. Its business strategies, marketing strategies, its journey from the beginning, all explained in one presentation.
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Digital Marketing in China: The Middle Kingdom, The Digital KingdomIn Marketing We Trust
Today at Trusted Conf. we’re talking about Digital Marketing in China: The Middle Kingdom, The Digital Kingdom, with Erran Su, PPC Specialist.
We'll cover:
*Why China?
*Digital Landscape in China
*Top Trends in Digital China
*How to Win in China
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
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Jim Smith
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
Alibaba Group.
• Is an e-commerce company that had several Internet businesses
focused on various e-commerce business models such B2B, C2C,
and B2C.
• Is the first companies to enter the Chinese Internet industry,
Alibaba played a major role in bringing about an Internet
revolution in the country.
3. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
Alibaba Group.
• Alibaba was launched with the vision of serving SMEs in China
and across the world.
• Alibaba had been the clear market leader in the Chinese e-
commerce market with a market share of 63.5 percent for the FY
2010, & by 2011 it had 69 million registered users spread across
more than 240 countries.
4. JackMa
Startup
portfoli
o
Competiti
on
Summar
y
Jack Ma :
• In 1964, Jack Ma the Chinese business magnate, investor was
born.
• At the age of twelve, Ma began learning English by listening to the
Voice of America24 and acting as a free guide to foreigners who
visited Hangzhou.
• In 1988, Ma earned a degree in English from the Hangzhou
Teacher’s Institute and began teaching English and international
trade at the Hangzhou Electronic and Engineering Institute.
5. JackMa
Startup
portfoli
o
Competiti
on
Summar
y
Jack Ma :
• In 1995 Ma resigned from his teaching job, borrowed US$ 2,000
from his relatives, and launched China Pages (China’s first
commercial website).
• In 1998, Ma moved to Beijing to work as the Head of the
Information Department of the China International Electronic
Commerce Center for the Chinese Ministry of Foreign Trade and
Economic Cooperation.
• In 1999 Ma resigned to fulfill his dream of establishing his own e-
commerce company.
6. Introducti
Startup
portfoli
o
Competiti
on
Summar
y • In March 1999, Ma and his 18 colleagues came up to US$ 60,000
to start Alibaba from Ma’s apartment in Hangzhou.
• In August 1999, the Chinese Bureau of Industrial and Commercial
Administration registered Alibaba as a computer company since
the company’s business could not be classified under any other
category & Because of the strict IPO regulations in Beijing,
Alibaba was registered in Hong Kong at the same.
7. Introducti
Startup
portfoli
o
Competiti
on
Summar
y • In October 1999, Ma accepted an offer from a group of
investors including the Goldman Sachs Inc. and was able to raise
US$ 5 million from them.
• In January 2000, Ma successfully persuaded Softbank to invest
US$ 20 million in his venture.
• In 2000, Ma moved the company’s headquarters from Hangzhou
to a new building in Shanghai.
9. Introducti
Startup
portfoli
o
Competiti
on
Summar
y Threat of new entrants
• Alibaba’s position as market leader
faced a challenge when Baidu
announced its plans to enter the
Chinese e-commerce market.
• The political environment in China is a
barriers to entry into the Internet
industry were low as far as start-up
costs for foreign players.
5 Forces
COMPETITORS
SUBSTITUTES
SUPPLIERS
NEW
ENTRANTSBUYERS
10. Introducti
Startup
portfoli
o
Competiti
on
Summar
y Threat from substitutes
• A few players existing in the Chinese
e-commerce market, because of the
prices they fixed to increase their
profitability.
• Alibaba’s position is a dominance in
the B2B market.
5 Forces
COMPETITORS
SUBSTITUTES
SUPPLIERS
NEW
ENTRANTSBUYERS
11. Introducti
Startup
portfoli
o
Competiti
on
Summar
y Opportunity of buyers power
• Because of Alibaba providing free
services , the bargaining power was
significantly high in the Chinese market.
• Buyers in the industry compete by
bargaining for services and quality and
the cutting down of prices, keeping
profitability of the industry in check
5 Forces
COMPETITORS
SUBSTITUTES
SUPPLIERS
NEW
ENTRANTSBUYERS
12. Introducti
Startup
portfoli
o
Competiti
on
Summar
y Strength power of suppliers
• Alibaba’s strengths was its strategic
location where thousands of suppliers
were available.
• The understood of Chinese language
and culture was also considered as an
asset for it in maintaining its supplier
directory included the manufacturers,
agents, wholesalers, distributors,
agents, etc.
5 Forces
COMPETITORS
SUBSTITUTES
SUPPLIERS
NEW
ENTRANTSBUYERS
14. Introducti
Startup
portfoli
o
Competiti
on
Summar
y(B2B) Market
• 1999 Alibaba lunched after other players lunched & market
leader was global sources in B2B market.
• BY free charge transaction & build
customer loyalty strategy Alibaba
Became the market leader with
53.8% at end of 2011 in B2B market.
Global Source Competitors
Alibaba
54%
Global sources
12%
Made-in-
china.com
4%
HC360
4%
Dhgate
3%
Mysteel
2%
Global Market
1%Toocle.com
1%
Others
19%
Market Share %
15. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
2002
2011
2008
2007
2006
2005
2004
2003
In 2002, eBay Inc. entered China by acquiring a 33 % of
EachNet.
79% Market Share.
May,
Taobaolaunching as B2C & C2C
platform
US$ 56 m from Softbank
team up with Son
July, full acquisitionfor EachNet by $150m
investing$ 12 m
LaunchingAliPay
Q1: 90% M.S.
Q1: 9% M.S.
↑Q4: 41% M.S.
↓ Q4: 54% M.S.
↓ 29.1% M.S. ↑ 67.3% M.S.No. of page viewsuser7.4
GMV $90m
No. of page viewsuser 10.7
GMV $120m
May, LaunchingB2C services
on Taobao
Removing the
middlemanconcept
Motorola, Haier,
Nokia, Adidas
Dec, JV with TOM
FreeListing
FreeListing
↓ Q1: 16% M.S.
↑ Q1: 74% M.S.
↑Q2: 82.95% M.S.↓ Q2: 7% M.S.
98 m registered users,86.3 m registered users,
C2C↑Q3: 90.5% M.S.
B2C↑Q3: 50.9% M.S.
↓ Q2: 0.6% C2C & B2C Market
16. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
2002
2011
2008
2007
2006
2005
2004
2003
C2C & B2C Market
Strengths: Easy-to-use, additional
features, contact between sellers & buyers,
Understanding the Chinese consumers ,
aggressive promotional strategies.
Weakness: Limiting to local market,
Insufficient control counterfeit products
Strengths: 1st to enter the online auction
business, Strong brand,
Weakness: Inability to understand local
market, language and culture and failing to
adapt, The difficulty of using, The lack of a
secure online payment system, Concealing the
seller’s identity
17. Introducti
Startup
portfoli
o
Competiti
on
Summar
y Web Search Market
46.5%15.6%2006
76%0.3%2009
77.7%0.2%2011
• Alibaba acquired the operations of Yahoo! in China in 2005
• Baidu is local competitor and
dominant web search market in
China.
• Confusion in strategy & brand
ambiguity, no one know it is
search engine or portal and then
turning to be a business-oriented search engine
• The inability to add value to the customers to
differentiate from the competitor.
• Launching eTao as online shopping search engine
Chinese web search market had reached RMB 811.7 million in 2007
18. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
The Key Success factors
• Leadership and vision: the leadership and vision of Jack Ma cannot
be underestimated. He was able to build up an Internet business in
China from scratch and this led to the flourishing of the Internet
market in China. His entrepreneurial skills and vision contributed
hugely to the success.
• First mover advantage: Alibaba started its operations when
e-commerce in China was in its infancy stage, Alibaba started with
operations that concentrated on providing B2B services to SMEs
that were aspiring to go global.
19. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
The Key Success factors
• Smart competitive and marketing strategies: From an early stage,
Alibaba had been focusing on differentiating itself by providing better
services to its customer. It put an innovative business model in place
where customers could try out its services without any cost.
• Local knowledge: The knowledge of the local market also proved crucial for
Alibaba's success. For instance, its decision to start a payment system in
collaboration with a reputed bank in China was due to its local knowledge.
20. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
• Taboo's understanding of the Chinese language, culture, and consumer
preferences helped it emerge as a successful player in the Chinese online
auctions market. Taboo leveraged on its knowledge of the local market to
wean customers away from eBay Each Net.
• Adopting a free strategy formed the core of Alibaba's business
model. Most of the sellers and buyers were attracted to its site
because of Ma’s strategy of not charging any listing and transaction
fees from its buyers and sellers in contrast to other e-commerce
sites that charged for their services.
The Key Success factors
21. Introducti
Startup
portfoli
o
Competiti
on
Summar
y
• The business model at Alibaba entailed that Ma in conjunction
with his employees developed the corporate strategy. The model
was arrived at after a thorough review of the company's
performance with respect to competitors. This is how it
identified areas for improvement and created a unique value
proposition. Its decision to focus on the business segment was
also a plus as it provided it with the scope to achieve for organic
growth without being subjected to significant risks.
The Key Success factors
22. References
• www.resources.alibaba.com.
• www.forbes.com
• International Management Managing Across Borders and Cultures , EIGHTH EDITION ,Helen
Deresky. Website: www.icmrindia.org .
• https://www.inc.com/alex-moazed/why-alibaba-shut-out-the-google-of-china-and-all-that-
referral-traffic.html
• http://www3.hkexnews.hk/listedco/listconews/sehk/2011/0407/ltn20110407456.pdf
• https://www.ukessays.com/essays/marketing/analysis-of-taobaos-business-strategies-marketing-
essay.php
23. THANK YOU
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