Jasim Alam(1426) Prabal Jain (1418) Vivek Anand(1444)Indian Institute of Forest Management (IIFM)

About Alibaba.com The company was founded in 1999 by 18 people led by Jack Ma, a former English

teacher from Hangzhou, China to support operation of B2B market places.

In Oct. 2000 Alibaba launched the Gold supplier membership service for Chinese

exporters.

On November 6,2007, Alibaba.com debuted on the Hong Kong Stock exchange,

raising US$1.5 billion.

By the second quarter of 2007, Alibaba.com was the largest online B2B e-

commerce company in china.

The English-language web site alibaba.com specializes in business-to-business

trades, especially for international buyers trying to contact Chinese sellers.

Japan's Softbank was one of the earliest investors in Alibaba.

On 18 September 2014, Alibaba's IPO priced at US$68, raised US$21.8 billion for

the company and investors making it the biggest U.S. IPO in history.

General Environment

Economic Segment-

SME contribute 68.8% to the nation’s GDP.

SME’s are estimated to rise from 31.5millionin 2006 to 50 million in 2012

Policy Segment-

“11th five year plan for the Development of e-commerce” encouraging SME’s to use third party e-commerce platform.

General Environment

Global Segment-From early 21st century Alibaba launched different sites in different national languages to cater the global market. E.g.-English, Korean and Chinese versions.

Technology Segment-Internet penetration improved from 12.3% in 2007 to 49.03% in 2015.In 2006,28% of SME’s are utilizing 3rd party B2B e-commerce platform in china which is expected to rise up to 82% in 2012.

Industry Environment

Barriers to Entry (Low)

High returns results in new entrants, decreases profitability

More new websites try to copy the business model of Alibaba.com

Target market to a single industry

finechemical.com textilehome.com Share the special market of Alibaba.com

Buyer Bargaining Power (Medium)

•the customers are generally the medium and small-size firms which don’t have the ability or don’t need to build up their own websites

•these firms don’t have too many advantages to fight for lower cost and nearly all the standards are decided by the Alibaba.com

•With the development of B2B websites, the customers may have the opportunity to choose the other platform and that will also be the opportunity to negotiate with Alibaba.com for more rights.

Supplier Bargaining Power(limit & stable)

It is not a manufacture firm but an e-service one

The most important suppliers are the firms supply the advertise for Alibaba.com, such as the famous magazines, newspapers and websites.

These suppliers are not a union and the price is generally based on the market

Availability of Substitutes(Medium)

Web search engines like google, yahoo, rediff,

self-websites of large companies.

The customers which prefer to make business with large companies, they will not turn to Alibaba.com but directly contact with the companies themselves

Competition(Medium)

E-bay, Amazon, Baidu, jd.com, hc360.com

Already established brands

Possess global identity hence large customer based

Big Players having similar models

Competitive analysis

Competitor Market Share(2007)

Advantage over Alibaba

Global Sources 21.3% • 38 years of experience in business

• 14 online marketplaces in 2007

• Publishes 13 monthly magazines

• 9 trade specific exhibitions

Made-in-China.com

14% • Cheaper price• Use of agent system

ChinaChemNet 3.8% • Vertical coverage of Chemical industry

HC360.com 9.7%

Others 1.4%

Financial analysis

GMV

SWOT Template

Largest online Largest online trading trading websitewebsite

Trustpass.com Trustpass.com reliabilityreliability

Strong place Strong place in global in global marketmarket

Positive cash Positive cash flowflow

StrengthsStrengths • Low brand Low brand recognitionrecognition

• No mass No mass advertisementadvertisement

• Website: Website: Intermediary & Intermediary & replicablereplicable

• Membership Membership system increment system increment in feesin fees

•

WeaknessesWeaknesses

• Market share Market share possibility in possibility in USUS

• Increasing Increasing popularity of popularity of InternetInternet

• China; creating China; creating regulated regulated business business environmentenvironment

OpportunitiesOpportunities

• E-commerce industry E-commerce industry growthgrowth

• Competition among rival Competition among rival websiteswebsites

• Profits mainly in ChinaProfits mainly in China

ThreatsThreats

SWOTSWOTAnalysisAnalysis

InternalFactors

Positive Negative

ExternalFactors

Business Strategies Business Level Strategy: Cost Leadership Corporate Level Strategy: Moderate to High Level of

Diversification(cloud computing, logistics

information platforms, online payment solutions, mobile applications and smart TVs)

International Level Strategy: Transnational Strategy

Networking- Company believed that diversification and quality of users were critical to success of the marketplace.

Monetization of user base- company was focusing on converting its free members into paying members

Continuous expansion- exploring international markets to sell more premium services to the customers

Value added services- services like Instant messaging services, CRM and online business applications was offered to customers to improve brand loyalty.

Business Model

Alibaba.com’s value propositions

Suppliers

Access to active global buyer community

Target marketing to reach buyers

Customer service and training

Always online

Budget certainly through a fixed subscription fee model

Buyers

Access to active global supplier community

Broad selection of listings

Access to high quality, organized information

Easy-to-use interface

Convenient, rael-time medium

Authentic and trust profiles of suppliers

Vision

To last 102 years

To be one of the world’s top 10 internet sites

To be an essential partner for all business people

Mission

To make doing business easy

Values

Customer comes first Customers are everything

Teamwork and Cooperation Team interests are always ahead of individual interests

Embrace changes Go beyond yourself and welcome changes

Integrity Honest and upright, honoring commitments

Passion Never give up and stay optimistic

Fiscal Year 2015 Highlights

Fiscal Year 2015 Strategic Highlights

Fiscal Year 2015 Strategic Highlights

Fiscal Year 2015 Financial Highlights

Future of Alibaba The number of online shoppers are skyrocketing

The number of online shoppers in China grew from 148 million (in 2010

representing 11% of the population and 32% of Internet users) to 302 million

(by the end of 2013 representing more than 22% of the country's population

and roughly half of Internet users ).

 By the end of 2020, China is expected to have more than 700 million online

shoppers.

Alibaba is working with partners to improve China’s logistics network

Much of current logistics network in China was built before 1990, and may be

inadequate in terms of keeping up with the growing e-commerce market.

As a result, the company launched a massive logistics project teamed up with

some private equity firms and other investors in 2013.

The network is expected to support annual online sales of up to RMB 10

trillion, and will play a key role in driving Alibaba's growth.

Rising competition from JD.com could impact Alibaba’s market

share on B2C and mobile commerce

JD.com a direct sales retailer but has recently expanded into a

marketplace model, could intensify competition.

it has strategic advantages such as a huge cash muscle as well

as a close partnership with Tencent (a leading behemoth in the

Chinese Internet space).

Mobile commerce is gaining traction

Mobile GMV accounted for only 1.4% of total China

marketplaces GMV for quarter ended June 2011.

This figure jumped to 42% for quarter ended December 2014.

The percentage has been increasing at an average rate of 6%

for the last three quarters, which suggests that mobile

commerce is gaining popularity in the country.

FY2016 Strategic Priorities

Thank You !!!!!