Who are the talents introduced in "The Mistakes Jack Ma Made in These Years"

In the past ten years, the entrepreneur with the greatest achievements in China’s business community is Jack Ma. He has almost single-handedly changed the format of China's e-commerce. China's current e-commerce models, such as B2B, B2C and C2C, are completely different from those in Japan, the United States, South Korea and Europe, and China's total e-commerce sales have now exceeded of the United States. In this sense, the achievements of the founder of Alibaba are very great.

2014 may be the year of Jack Ma. Alibaba will be listed in North America. It is also an important turning point for Alibaba’s 15th anniversary. Jack Ma has also reached the year when he knows his destiny.

The best business model in the world is the national model. What is a country? In essence, the state uses a violent machine to protect the rights of all citizens. The country's main profit comes from taxation. As long as you are a citizen, you have to pay taxes every day. Secondly, it provides a lot of products that look very cheap. For example, it connects tap water to your home. If you want to use tap water, you have to pay it; it also delivers electricity to your home; it builds roads and stations on the land, and builds ferries by the river. It also provides many public services, such as hospitals and universities. In your daily life, you first have to pay taxes, and secondly you will consume these public services, and the country can get a lot of benefits from them.

Li Beihai, a calligrapher of the Tang Dynasty, once said: "Those who are like me are vulgar, and those who imitate me will die." Jack Ma used this sentence to comment on his success and experience.

If a person wants to succeed, he needs to maintain a high degree of vigilance against failure and constantly learn from the failures of others.

One of the eight mistakes Jack Ma has made over the years: moving the capital headquarters

There are two very peculiar points in time in China's corporate world. One is in 1984. In the 1990s, some very important companies for China's manufacturing industry, such as Lenovo, Haier, Vanke, Jianlibao, Nande, Kelon, etc. were all born in 1984, so in the history of Chinese companies , we call 1984 the first year of Chinese enterprises. The second great moment just happened in the Internet field, between 1998 and 1999. The three kings of the portal era, namely NetEase, Sohu and Sina, known as the "Old Three Kings", as well as the BATs that now rule China's Internet - Baidu, Alibaba and Tencent, were all born from March to December 1999. between months.

In 1999, there were two main business models in the Internet field: news portals and search. Jack Ma is the only one among these people who does e-commerce. One of Jack Ma's visions when he founded Alibaba is: "Alibaba will become an e-commerce company serving China's small and medium-sized enterprises in the future."

In 10 months after starting his business in 1999, Jack Ma received 25 million in financing. At the end of 1999, Jack Ma set up an international headquarters in the United States, and at the beginning of 2000, he set up a Chinese headquarters in Shanghai. In mid-2000, Jack Ma became the cover star of Forbes magazine. He was the first Chinese entrepreneur to appear on the cover of Forbes. Jack Ma became famous thanks to this cover.

The reasons for the "headquarters crisis": Analyze from three aspects: time, location, people and people.

Tianshi: The year 2000 was a major moment when the global Internet bubble burst. The most important "concentration camp" for Internet companies around the world is the Nasdaq in the United States. The Nasdaq stock index only had 500 points in April 1991. Compared with the New York Stock Exchange, it was not a particularly important market; In July 1999, it exceeded 2,000 points; by March 9, 2000, it exceeded 5,000 points. When the stock index exceeded 5,000 points, all newspapers around the world were talking about one thing - a new century was about to begin, and the Internet was about to rule the world. It was at this point in time that Jack Ma raised US$25 million. At almost the same time, China's three important news portals at that time - China, like other countries in the world, was in the portal era - Sina went public on April 13, 2000, and NetEase went public on July 5 of the same year. A week later , July 12, Sohu went public. A portal to list on Nasdaq within a quarter. This is a very exciting time.

But at the same time, something else happened at this point in time. Starting from the second week of April 2000, the Nasdaq index fell from 5,000 points, falling 40% in half a year. This is a major stock market crash moment in the Internet field. 40% means that in the North American capital market, the market value of the entire Internet company has evaporated by 8.5 trillion US dollars. 85,000 U.S. dollars—at that time, it was lower than the United States. No country’s GDP exceeded this figure. Today, China’s total GDP is only this figure—all evaporated in half a year. This point in time is a significant moment for the global Internet. The important reason why these Chinese companies can survive, including Alibaba and Tencent, is that they all raised funds before the second quarter of 2000; the three major portals raised funds through listings, and Tencent sold its equity to MIH raised funds, and Alibaba also raised US$25 million.

At this time when there is a major stock market crash and "it's snowing heavily", Alibaba wants to move its international headquarters to the United States and its Chinese headquarters to Shanghai. This is contrary to the overall general trend. Operating costs continued to increase, and the entire industry was experiencing an avalanche of crises. This is why Jack Ma discovered that he had made a major mistake a year after moving his headquarters.

Geographical advantage: Shanghai is a city where two types of capital are very concentrated: first, state-owned capital. Until now, Shanghai’s state-owned enterprises are very powerful, while private enterprises are basically in a state of large-scale oppression; secondly, As for foreign capital, Shanghai is China's window for opening up to the outside world. It welcomes capital from the world's top 500 companies and the world's major investment banks or banks. In 2013, Lujiazui had a very proud figure: there were 27 buildings in Lujiazui, and the annual tax paid by each building was 1 billion yuan, which is 27 billion yuan per year, which is equivalent to many prefecture-level cities in China. total tax.

There is a natural conflict between a city that likes big capital and an Internet company that must focus on destruction and innovation. So in this sense, Shanghai is a city without Internet basics. Shanghai once had an Internet company, Shanda Games, which introduced a game product "Legend" from South Korea. Shanda became the largest online game company in China. But then, all of Shanda's innovations in Shanghai encountered various resistances. By 2014, Shanda was already ranked fourth or fifth among Chinese online game companies.

Renhe: Since 1998, the central government has allowed private enterprises to engage in free foreign trade. There is a term "MADE IN CHINA" that appeared in 1999. When China's millions of private enterprises began to engage in foreign trade, a problem arose: 99% of these bosses did not understand English, and most of the foreign enterprises that wanted to come to China to purchase goods did not understand English. Someone who understands Chinese. At this time, a trading platform is needed. Therefore, the emergence of Alibaba in 1999 was actually in line with the general trend of "MADE IN CHINA". Under this general trend, these millions of private manufacturing and foreign trade companies mainly appeared in Zhejiang, Jiangsu and Guangdong. The basic base of China's entire "MADE IN CHINA" is in Jiangsu, Zhejiang and Guangdong, so Jack Ma founded Alibaba in Hangzhou in 1999, which is relatively down-to-earth.

The biggest advantage of grassroots entrepreneurship is to "stick to the grassroots", and pursuing "tallness" is one of the most common mistakes entrepreneurs make.

Two of the eight mistakes Jack Ma has made over the years: Acquiring Yahoo

In August 2005, there was a very explosive news in China’s Internet industry: Yahoo announced that it would acquire Yahoo for 1 billion US dollars acquired 35% of Alibaba's shares, and at the same time gave Yahoo China as a dowry to Jack Ma. This was the largest amount of investment in China’s Internet at that time, and this record stood for a long time. It was not until 2011 that JD.com raised US$1.5 billion in financing, and this record was broken.

After the Internet bubble burst in 2000, the growth of China's entire Internet took a completely different path from that of the United States. China's news portals began to transform, and Chinese companies defeated their foreign competitors in almost every field. For example, Sina defeated Yahoo in the portal field, NetEase defeated Yahoo and Google in the mailbox field, and Baidu defeated Google in the search field. In 2003, Alibaba launched a domestic C2C platform called "Taobao". Taobao defeated eBay in one and a half years.

So 2005 was a very critical time for a Chinese Internet company to completely defeat global Internet companies. It was also at this time that China's largest investment took place. Yahoo acquired 35% of Alibaba's shares for US$1 billion, which meant that in August 2005, Alibaba's valuation had reached US$2.8 billion. It also meant that at this point in time, Alibaba had actually become the most valued person in China's Internet field at that time. A company with the highest value. Tencent went public in March 2004. At that time, it raised 1.438 billion Hong Kong dollars and had a total market value of 5.2 billion Hong Kong dollars. This was also Tencent's market value at the time. What was the market value of Sina, China's largest news portal, at that time? In January 2006, Sina's market value was US$1.27 billion, which means that in the first quarter of 2006, Sina's market value was only about half of Alibaba.

At the end of 2005, Jack Ma persuaded Jerry Yang to come to China as soon as possible: "Because China is the most populous country in the world and e-commerce is very weak. You can put a lot of Yahoo's experience into China." So Yahoo is In May 1998, it entered China and launched the Chinese "Yahoo" website, which was China's first news portal. The concept proposed by Yahoo at that time was "find anything and communicate with everyone." "Find anything" is the search concept, and "communicate with everyone" is the portal concept, which clearly points out what Yahoo wants to do in China. At that time, Yahoo quickly became the number one Chinese portal.

Later, the Chinese began to imitate it and imitate Yahoo to build the Internet in China. For example, Zhang Chaoyang created "Sohu". China's first local news portal has very strong traces of counterfeiting Yahoo.

But after 1999, with the rise of China's local news portals such as Sina, NetEase, and Sohu, Yahoo was quickly squeezed out of the first camp. First, the cost for foreign companies is very high. Second, running a news portal in China—news is a regulated industry in China. There are many licensing issues that cannot be solved, and there are also many topics that cannot be solved. So Yahoo quickly declined and slowly moved out.

In 2003, Yahoo acquired Zhou Hongyi's "3721", a search engine in China at the time, for US$120 million.

What are the reasons why Jack Ma failed to integrate Yahoo China? There are probably three reasons:

First: business integration is out of focus. Yahoo has portal, mailbox, search and IM. These businesses of Yahoo China need to be integrated with Alibaba. But in 2005, Alibaba already had its own email products, strategic search products, and its own IM system, all of which were available. So how to integrate these "biological sons" of Alibaba and the business from Yahoo China has become a very difficult problem. For a long time, the business integration between the Yahoo team and the Alibaba team has not been completed, and it can even be said that a gathering point has never been found.

Second, it is difficult to integrate Yahoo China’s business with Alibaba’s business. Yahoo China has tried many times of independent development and transformation. It first positioned itself as a news portal, and later focused on search. When the community consumption industry took off, someone within Alibaba went out to start a business and built Koubei.com, and Jack Ma also acquired Koubei.com. In the past, Koubei.com and Yahoo were bundled together in the hope of forming a business module, but this did not succeed.

Third, team building.

This seemingly glamorous merger ended up with a big bitter fruit:

First: From then on, Jack Ma lost control of Alibaba in the sense of equity. , 70% of the equity was given to Masayoshi Son and Yahoo;

Second: The dowry of the year - Yahoo China, eventually became a big waste for Alibaba Group.

In the business world, free lunches are often the most expensive!

Three of the eight mistakes Ma Yun has made over the years: collective death of airborne troops

Around 2006, Ma Yun introduced a group of international talents from outside, including Wei Zhe (CEO of B&Q China), Wu Weilun (CFO of PepsiCo China), Zeng Ming (Professor of Cheung Kong Graduate School of Business), Xie Wen (CEO of Hexun.com), Cui Renfu (Senior Vice President of Wal-Mart Department Store Group), Huang Ruo (Yichu Lotus) CEO), Wu Wei (Partner of KPMG Huazhen). This is a group of very outstanding young talents. They have two characteristics: first, most of them come from the world's top 500 companies, and second, they are not from Internet companies.

These two points illustrate that one of Jack Ma’s major demands for recruiting these talents is that, first, he needs senior international talents from the Fortune 500 companies to help him. Second, he believes that in the Internet field, whether it is the United States or Japan, there are actually no international talents, so talents from other mature international companies in the Fortune 500 should be used to transform Internet companies and Alibaba. .

Why did these international talents "die collectively" in Alibaba?

The first reason: cultural exclusion. Alibaba has two very important cultures. The first is called martial arts culture. Another Chinese Internet company, Tencent, also has its own unique culture, which is its English name. Martial arts culture itself has an iron-blooded and game-like character. This martial arts culture that defies all rules is a heresy to senior managers from the world's top 500 companies. Therefore, from a cultural perspective, it is difficult for these people to accept. Alibaba's second culture is the headstand culture. Jack Ma said that the world is right in the eyes of everyone, and we want to subvert this world. How can it subvert the world? The first way is to stand on your head first, because after standing on your head, the world in our eyes will become different. To stand on your head means to look at the world from an upside-down perspective.

The second reason: the utilitarian nature of performanceism. For the world's top 500 companies, the performance-based assessment and value evaluation is a balanced evaluation. Its requirement is to move forward at a constant speed and overcome all difficulties to reach the destination. But for a company like Alibaba, performance-based assessment is geometric and non-linear. This kind of performance-oriented assessment is very suitable for those reckless entrepreneurs. In a company like Alibaba, there is a unique martial arts culture, which is full of the atmosphere of "killing Buddhas when you meet them, and killing ghosts when you see them". The rules of the game are that if you can pass the level, you are a hero; if you cannot, you are a bear. It doesn’t matter where you come from. If you can’t, just leave. Therefore, its very harsh performanceism and extreme utilitarian characteristics are difficult for executives of large companies who are more suitable for constant growth to adapt.

The third reason is the cruelty of corporate politics. As long as there are people, there will be politics. In China, one person has no problem, two people can become brothers, three people can become a gang, and five people can become two teams. Therefore, there is a popular saying that a Chinese is like a dragon, and a group of Chinese become a worm.

Huang Ruo, who once served as the vice president of Taobao, is an "airborne soldier." She once said something to Jack Ma: "You are now the head of Alibaba. You face two kinds of people. One is your daughter. You have watched her grow up since she was a child. You feel comfortable no matter how you look at her, even if she has growths on her face. Pox; We are the daughter-in-law who married into your family. We are very worried and want to please the parents, but the parents will always look at their daughters and their daughters-in-law in two different ways. So if you, the parents, can't solve this problem well. If there is a problem, you will make life difficult for these daughters-in-law.”

The first principle of Chinese company bosses and entrepreneurs is to employ people with loyalty. But in Western countries, in many large European and American international companies, the first principle of employing people is to employ people based on their ability. Why does this difference occur?

First, although reform and opening up has been going on for more than 30 years, China's professional manager class is still immature, and we have no way to use institutional methods to solve the possibility of mistakes by these capable people. What if there is no way to control the capable person? We can only use people to be loyal.

Second, there are differences in stages and systems of citizen development. Chinese companies are still in a stage of rapid growth, so their risks are very extensive and they are very prone to problems. In this case, the element of "loyalty" will be greater than the element of "ability". China is currently in a period of rapid development. As long as Chinese companies follow this general trend, they will grow rapidly. Western developed countries are different. First of all, the economies of Western countries are already in a stable period, with the United States' annual GDP growth ranging from 1.5% to 2%. In this situation where growth becomes even and slow, it is necessary to employ people with the ability to avoid risks.

Third, the differences between Eastern and Western cultures. Easterners and Westerners have different definitions of whether a person can do something and whether he is an outstanding talent. China has been influenced by Confucian culture for a long time, and China has a culture of loyalty and filial piety. In Western culture, whether it is Greece or Rome, they all advocate capable people, emphasize the economy of capable people, and advocate that individual initiative and enthusiasm can be fully utilized.

Therefore, the maturity level of the professional manager class, the development stage of the enterprise and the country, and the cultural differences between the East and the West have caused such differences.

Fourth of the eight mistakes Jack Ma has made over the years: the legal deficiencies highlighted behind Taobao’s counterfeit sales

Alibaba, which Jack Ma started to build, is a trading platform, that is, B2B. It's Chinese companies doing deals with foreign companies. Later, when we started Taobao, consumers traded with consumers, while Tmall traded with businesses and consumers.

In April 2001, Alibaba faced a very severe integrity crisis. In fact, Internet shopping has only developed globally in the past decade or so. China and the United States are both leading regions in global e-commerce. With the development of Internet commerce, a series of legal and ethical issues have also emerged. There is a very serious problem behind the counterfeit goods that appear on Taobao and the fraud that occurs in the B2B market. The third problem has not been solved to this day.

The first question is: If merchants sell counterfeit goods, will the platform be held responsible? This is a very serious problem, but this problem does not exist in the offline commodity world. For example, a consumer went to a store in Wangfujing and bought a gold necklace, but found out that the necklace was fake. What to do in this situation? He can complain directly to the Wangfujing store. So, does the Wangfujing store need to bear responsibility? According to China's current "Consumer Rights Protection Law", Wangfujing stores must bear the first responsibility. Therefore, in the offline world, whether it is a shopping mall or a market, if consumers buy fake goods, the platform must bear relevant responsibilities. But in the Internet world, this is actually a question mark. In China, so far, there has not been a legal trial case that found that the platform needs to bear the main responsibility in the process of merchants selling counterfeit products. It can be said that this is a gap in Chinese law in this regard.

The second question is: does the platform have the ability to curb merchants selling counterfeit goods?

There are at least five ways Taobao can curb the epidemic of fake goods:

First, big data. Fighting counterfeiting through big data, big data can provide an important technical support for Taobao to combat fraud and counterfeit goods, which is also a technical advantage of Internet companies.

Second, real-name authentication. These counterfeit sellers can be caught through real-name authentication.

Third, implement a blacklist system. If someone sells fake goods on Taobao and is discovered through big data and real-name authentication, he will be included in Alibaba's blacklist, his identity will be announced and exposed, and he will not be allowed to sell goods in this life. Open a store on Taobao. Such a blacklist system has very powerful containment capabilities.

Fourth, set up a lawyer assistance fund to fight lawsuits. Can Alibaba set up a lawyer assistance fund? For example, if a consumer spends 10,000 yuan in a lawsuit against counterfeit goods, then Alibaba will also spend 10,000 yuan to help him and use 20,000 yuan to litigate the lawsuit together. . Another advantage of this is that it can support a large number of conscientious lawyers in China. When more lawsuits are filed, the cost of counterfeiting will increase significantly for those who commit fraud.

Fifth, promote the legalization of online shopping.

When the e-commerce platform gradually becomes the most important consumption platform in the whole society, it will need to complete the legal construction at the legal level.

Fifth of the eight mistakes Jack Ma has made over the years: the most successful business model in the past fifteen years

The Taobao model was created by Chinese companies in the past fifteen years The greatest business model ever. Its innovation is reflected in four aspects:

First, it has transformed the business model of eBay in the United States. Taobao's entire charging model and customer service model are completely different from eBay. It is an e-commerce model that is very in line with Chinese characteristics.

Second, it invented a third-party payment system called Alipay. In the American e-commerce system, a personal commercial credit system based entirely on credit cards has been established and used as the payment system for transactions. Alipay invented by Jack Ma solved the problem of credit relationship between consumers and merchants: "ship first or pay first". Alipay is a very innovative third-party payment system worldwide.

Third, Taobao has become China’s most important entrepreneur paradise. So far, the total number of sellers on Taobao has reached 8 million. As of the end of 2013, there were about 36 million individual industrial and commercial households in China. In other words, about 20% of individual industrial and commercial households in China are Open a store on Taobao.

Fourth, the Taobao model has carried out a subversive revolution in China's traditional manufacturing and traditional service industries in the past 10 years. Almost all fast-moving goods and durable consumer goods sold in the Chinese market have been affected by the Taobao model. The Taobao model has played a great role in the progress of Chinese business.

Major conflicts between Alibaba and Taobao sellers

Conflict 1: In May 2006, Alibaba launched the "Wealth and Treasures" plan. The content of the plan is: on Taobao If the store owner can pay part of the fee, his store can be recommended to some more prominent web page locations. This model is very similar to the bidding ranking implemented by Baidu. After the plan was launched, it was opposed by Taobao sellers. Their reason is: When Jack Ma launched Taobao at the end of 2002, he said there would be no fees for five years, but now only three years have passed and he has begun to charge fees in disguise. In the end, the plan was rejected by referendum.

Conflict 2: On October 10, 2011, on this day, Taobao released the "2012 Taobao Mall Merchant Investment Renewal and Adjustment of Rules Announcement". This announcement involves two fee adjustment issues. First, The first is the adjustment of the technical service fee. The technical service fee has been increased from the original charging standard of 6,000 yuan/year to 30,000 yuan-60,000 yuan/year. The second is the adjustment of the default guarantee amount of the store. The default deposit has been increased from the original 10,000 yuan. The RMB is increased to RMB 50,000, RMB 100,000 and RMB 150,000. After the announcement, an "October Siege" event occurred. Throughout October, 50,000 Taobao sellers opposed the announcement proposed by Taobao through a "revolutionary" method of "fighting violence with violence." For example, Taobao sellers rushed directly to the Taobao headquarters in Hangzhou, where they held a sit-in and held banners at the entrance of the Taobao headquarters. One of the attacks was against Alipay. Taobao users can directly withdraw their Alipay balance and transfer it to their bank cards. This is a bit like a bank run. The occurrence of these two attacks disrupted the entire Chinese e-commerce market and caused a huge credit crisis for the third-party payment system. In the end, the Ministry of Commerce came forward to adjust the charging standards to calm the incident.

Model reflection: How will large platforms break the rules in the future?

When Taobao users reach a certain scale - 8 million Taobao users are equivalent to the total population of Switzerland. By 2011 and 2012, Taobao had become very much like a "country" - the relationship between Alibaba Group and the merchants who settled on Taobao was actually a community of interests, but also had rulers and subordinates. relationship with rulers. It can be said that it is very similar to the national model. In such a state-like business model composed of 8 million sellers and hundreds of millions of buyers, as a ruler and manager, when proposing a new system, how should we communicate with these sellers and buyers? In fact, it is a very important proposition.

First, when a system is introduced, is there a democratic consultation mechanism? Specifically, when the "Wealth-raising" project was proposed in 2006 and new rules were proposed in 2011, did Taobao release information in advance and did it establish a mechanism to negotiate with users? If not, then the sudden announcement of the system will inevitably cause riots.

Second, how to conduct democratic consultation. In Western developed countries, there is a system called the representative system. China's People's Congress system and political consultation system are also representative systems. When there is no way to negotiate with these 8 million Taobao merchants at the same time, then some Taobao merchants can be selected from the 8 million merchants as representatives. These Taobao representatives need to form an independent organization. According to Western political terminology, it can be called It is the Taobao Merchant Association. The Taobao Merchants Association represents the 8 million Taobao merchants, and they negotiate with Alibaba as the manager.

The construction of any commercial civilization is ultimately the construction of a democratic system.

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