how write introduction and conclusion of case study On-Boarding and Training Young Leaders at E-Commerce Giant Alibaba In the 3 months since he began working for Alibaba Group Holdings, Ltd., Matt Shofnos, age 30, has improved his Mandarin, helped an American retailer target Chinese consumers, and donned a Captain America costume to meet the companys chief executive. Alibaba has brought Mr. Shofnos and 31 other young workers from around the world to China for a year-long immersion in Chinese business and language and the companys culture. The companys executives are betting that the leadership program will produce China-trained, globally minded leaders able to make and manage partnerships with Western retailers, moving the e-commerce giant closer to its goal of earning 40 percent of revenue outside China in the next decade. Alibaba has committed to running the program for at least 10 years and expects enrollment to grow to 100 annually. Participants, all new hires, typically join after business school or a few years working in fields such as marketing and technology. More than 3,000 applied to the inaugural class. Finalists underwent several rounds of interviews, including a visit to the companys Hangzhou headquarters. Recruits are paid competitively as they complete two 6-month rotations at Alibaba businesses such as shopping platform Tmall Global. They take classes on Chinese culture, politics, and economics and travel, visiting rural villages to observe how e-commerce has transformed local economies. Participants must learn how to navigate life in China, including finding apartments, commuting to work, and learning Alibaba products, many of which are in Chinese. Veteran Alibaba workers, called life buddies, greet arrivals at the airport and help them load useful smartphone apps. After their second 6-month rotation, graduates are expected to return to Alibaba offices in their home regions in places such as New York and Paris. Having been integrated into the mothership, the workers will help ensure an expanded Alibaba stays true to its Chinese roots and company culture. Program participant Anna Kim, 28, was scheduled to attend the annual meeting of Alibaba affiliate Ant Financial Services Group. She expected the typical recitation of graphs and PowerPoint slides. What awaited her was a massive party in a stadium. When I go to work, I dont know what kind of surprise is going to come my way, she said. As for Matt Shofnos, he is still adjusting to life in Hangzhou, where something as simple as hailing a ride with the countrys version of Uber can befuddle an outsider. Earlier in his career, he realized that being an American companys China guy wasnt going to happen, thanks to lackluster Mandarin skills. With Alibaba, he said, I can absolutely be a Chinese companys American guy. Case Questions Critique Alibabas on-boarding and training program for young leaders. What principles of learning has Alibaba built into its program?.

1. how write introduction and conclusion of case study
On-Boarding and Training Young Leaders at E-Commerce Giant Alibaba
In the 3 months since he began working for Alibaba Group Holdings, Ltd., Matt Shofnos, age 30,
has improved his Mandarin, helped an American retailer target Chinese consumers, and donned a
Captain America costume to meet the companys chief executive.
Alibaba has brought Mr. Shofnos and 31 other young workers from around the world to China for a
year-long immersion in Chinese business and language and the companys culture. The companys
executives are betting that the leadership program will produce China-trained, globally minded
leaders able to make and manage partnerships with Western retailers, moving the e-commerce
giant closer to its goal of earning 40 percent of revenue outside China in the next decade.
Alibaba has committed to running the program for at least 10 years and expects enrollment to
grow to 100 annually. Participants, all new hires, typically join after business school or a few years
working in fields such as marketing and technology. More than 3,000 applied to the inaugural
class. Finalists underwent several rounds of interviews, including a visit to the companys
Hangzhou headquarters. Recruits are paid competitively as they complete two 6-month rotations
at Alibaba businesses such as shopping platform Tmall Global. They take classes on Chinese
culture, politics, and economics and travel, visiting rural villages to observe how e-commerce has
transformed local economies.
Participants must learn how to navigate life in China, including finding apartments, commuting to
work, and learning Alibaba products, many of which are in Chinese. Veteran Alibaba workers,
called life buddies, greet arrivals at the airport and help them load useful smartphone apps.
After their second 6-month rotation, graduates are expected to return to Alibaba offices in their
home regions in places such as New York and Paris. Having been integrated into the mothership,
the workers will help ensure an expanded Alibaba stays true to its Chinese roots and company
culture.
Program participant Anna Kim, 28, was scheduled to attend the annual meeting of Alibaba affiliate
Ant Financial Services Group. She expected the typical recitation of graphs and PowerPoint
slides. What awaited her was a massive party in a stadium. When I go to work, I dont know what
kind of surprise is going to come my way, she said.
As for Matt Shofnos, he is still adjusting to life in Hangzhou, where something as simple as hailing
a ride with the countrys version of Uber can befuddle an outsider. Earlier in his career, he realized
that being an American companys China guy wasnt going to happen, thanks to lackluster
Mandarin skills. With Alibaba, he said, I can absolutely be a Chinese companys American guy.
Case Questions
Critique Alibabas on-boarding and training program for young leaders.
What principles of learning has Alibaba built into its program?