Jason Buchori, Nadia Halim, Thanaa Makdsi, Kathlen Moreno, Erwin Santoso Ng, Rinaldi Widjaja - BUS3 189 Strategic Management Spring 2018 - KATHLEN ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Jason Buchori, Nadia Halim, Thanaa Makdsi,
Kathlen Moreno, Erwin Santoso Ng, Rinaldi Widjaja
BUS3 189
Strategic Management
Spring 2018
1. COMPANY BACKGROUND
COMPANY OVERVIEW
» Established in 1999 by 18 people
led by Jack Ma. 1
» Recognized that the Internet could
enable small enterprises to grow,
and compete more effectively in
domestic and global economies.
» Caters to leaders in both wholesale
and retail online marketplaces.
LOCATIONS HEADQUARTERS
HISTORIC TIMELINE
MAY 2003 SEPTEMBER 2014
1999 2007 2017
Alibaba founded Alibaba's shares (BABA)
Taobao, a consumer e- began trading on the
commerce platform. NYSE.
DECEMBER 1999 NOVEMBER 2007 JULY 2017
Jack Ma and 17 others Alibaba.com is successfully Alibaba became the first
founded the online 2003 listed on the Hong Kong 2014 Asian company to break the
marketplace Alibaba Stock Exchange. US$400 billion value mark.
Online.
LEADERSHIP JACK MA JOSEPH C TSAI DANIEL ZHANG MICHAEL EVANS JIANHANG JIN Executive Chairman Executive Vice Chairman Chief Executive Officer President President
JACK MA
» Born in Hangzhou, an eastern coastal
province near Shanghai. 2
» Struggled financially and academically.
» Learned through experimenting,
observing, and questioning the status
quo. 3
» Became one of China’s first web
entrepreneurs.
» Maintains a balance of leadership and
ideas 4
MISSION
To make it easy to do business anywhere.
We enable businesses to transform the way they market, sell
and operate. We provide the fundamental technology
infrastructure and marketing reach to help merchants,
brands and other businesses to leverage the power of the
Internet to engage with their users and customers.
VISION
We aim to build the future infrastructure
of commerce. We envision that our
customers will meet, work and live at
Alibaba, and that we will be a company that
lasts at least 102 years.
COMPANY VALUES
CUSTOMERS FIRST TEAMWORK EMBRACE CHANGE
PASSION COMMITMENT INTEGRITYBUSINESSES
STRATEGIC OBJECTIVES » Creating a Strong Infrastructure for Commerce. 5 » Global Growth. » Leveraging Cloud Computing Power.
2. LEADER IN THE CHINESE MARKET
BASIC OVERVIEW OF CHINA » The world’s largest economy. 6 » Population of 1.403 billion as of 2016. » Languages: Mandarin and Chinese dialects. 7
CULTURAL BACKGROUND
» Religions: Buddhism,
Christianity, Islam,
Taoism.
» Cuisines are based on
geographic and ethnic
diversity
⋄ Szechuan, CantoneseCULTURAL DIMENSIONS
Hofstede Insights, www.hofstede-insights.com/product/compare-countriesECONOMIC ENVIRONMENT
“China GDP.” Trading Economics, tradingeconomics.com/china/gdp. 9POLITICAL ENVIRONMENT
» Fairly weak political environment 10
⋄ No visible divisions within Communist Party3. EXTERNAL FACTOR EVALUATION
EFE MATRIX
Key External Factors Weight Rating Score
1. Robust Outlook for Chinese Market 0.1 4.5 0.45
2. Increasing Online Shopping Market in
Opportunities
India 0.2 4 0.8
3. Benefit from Acquisition of Youku Tudou 0.2 4.5 0.9
1. Traditional retailers moving online 0.1 3 0.3
2. Competition in India 0.1 4 0.4
Threats
3. Rivalry in Southeast Asia 0.2 2 0.4
4. Competition from JD 0.1 2 0.2
Score 1 3.45OPPORTUNITIES: ROBUST OUTLOOK FOR CHINESE E-COMMERCE MARKET » China is the world’s largest e- commerce market.1 » Expected to increase to $2,237 billion in 2020.2 » Alibaba is leading with about 47% of consumer e-commerce market share in China.3 » China broke the record with $25.4 billion of e-commerce sales on “Single’s Day”, November 11, 2017.4
OPPORTUNITIES: INCREASING ONLINE
SHOPPING MARKET IN INDIA
» Only about 27-28% (about 360 Million) of India’s
population has access to the internet.5
» About 14% of internet users shop online.
» Similar to Rural China, Mobile phones are their main
internet access.
» India is growing in population and Internet user.OPPORTUNITIES: INCREASING ONLINE SHOPPING MARKET IN INDIA
OPPORTUNITIES: BENEFITS FROM ACQUISITION OF YOUKU TUDOU » Alibaba acquired $4 Billion worth of Youku Tudou shares in April 2016.7 » Digital Advertisements made up two fifth of the global advertisement.8 » 2017 is the first year when digital ad spending beats TV ad. $209 Billion (41%) were spent on digital ad and only $178 Billion (35%) spent on TV worldwide.9 » Youku Tudou is in well positioned to benefit from the growing advertisement market.
THREATS: TRADITIONAL RETAILERS
MOVING TO ONLINE
» The Dalian Wanda Group, the largest owner of
shopping malls and cinemas in China, has
formed a joint venture with Baidu (BIDU) and
Collaboration
TCEHY known as Ffan - The platform is both
with
B2B and B2C, challenging Alibaba.5
» The Hong Kong-based property developer and
jewelry chain Chow Tai Fook, is moving online
as well - A decades-old reputation which
distinguishes it from BABA and JD.5
» The more traditional retailers moving online,
the lower profit margins will be for AlibabaTHREATS: COMPETITION IN INDIA
0000
» Strong and solidified presence of
Flipkart & Amazon in India.1
$60-$100
billion market
» Amazon India’s business doubled in
by 2020
2016.
» Alibaba and Paytm E-commerce invest
$200 million for a 20% stake in India’s
leading online grocery, Bigbasket.2
⋄ Meanwhile, Amazon Currently offers
food products in India via Amazon
Pantry, and same-day grocery
delivery on its Amazon Now app3THREATS: RIVALRY IN SOUTHEAST
ASIA $87.8 billion
» Southeast Asia eCommerce market is on a
strong rally driven by young population,
market by 2025
$1B growing middle class, and rising internet
penetration.2
» Alibaba invested $1B in Lazada group, the
$1.1B
largest eCommerce group in Southeast Asia.2
» Alibaba invest $1.1B in Indonesia’s largest
eCommerce platform, Tokopedia.4
» Amazon is set to launch its full services and
e-commerce portal in SingaporeTHREATS: COMPETITION FROM JD.COM
» JD.com compete with Alibaba’s Tmall.
» JD have a greater degree of control over
product quality than BABA, but also a
thinner margin. 5 Alliance with
» JD also has an edge over BABA with
logistics and strong delivery system in
place ~ 80% of JD orders were delivered
same day or the next day. 5 697 Million users
» The JD-Tencent Alliance continue to steer
away users from Alibaba's mobile apps Mobile apps
~Tencent’s WeChat had 697 million monthly
393 Million users
users vs. 393 million users on Alibaba’s
mobile apps. 54. COMPETITIVE PROFILE MATRIX
COMPETITIVE PROFILE MATRIX
Alibaba Amazon JD.com
Critical Success Factor Weight Rating Score Rating Score Rating Score
Delivery Speed 0.2 3 0.6 5 1 4 0.8
Variety of Products 0.2 5 1 3.5 0.7 4 0.8
Authenticity 0.25 3 0.75 5 1.25 5 1.25
Customer Service 0.2 5 1 5 1 5 1
Location 0.15 2 0.3 4 0.6 3 0.45
Total 1.00 3.65 4.50 4.20STRATEGIC GROUP MAP
High
Mobility
Barrier
Delivery Price
High
Low Delivery SpeedSTRATEGIC CANVAS High Low
MARKET SHARE
13 71ST DIRECT COMPETITOR
AMAZON.COM, INC. OVERVIEW
» Amazon is one of the largest
global online retailers 3
» Amazon offers a wide range of
products through its website such
as:
» Books
» Apparel
» Electronics
» Other general merchandise
productDELIVERY SYSTEM
Order Type 4
» Amazon fulfill customer orders through Same-Day Delivery Price
its fulfillment center and delivery Prime customers - Eligible
orders over $35*
networks located in North America and
FREE
other foreign countries. 3 Prime customers - Orders under
» Co-sourced and outsourced $35**
arrangement in certain countries. 3 $5.99 per order
Non-Prime customers**
» Digital delivery. $8.99 per order plus $0.99 per
» Amazon Prime membership cost: item
$12.99/month free 2 days delivery. Gift Cards
$3.99 per orderAUTHENTICITY
Amazon’s Anti - Counterfeit Policy:
“Products offered for sale on Amazon must be authentic. The sale of
counterfeit products is strictly prohibited. Failure to abide by this
policy may result in loss of selling privileges, funds being withheld,
and destruction of inventory in our possession.” 5CUSTOMER SERVICE » Manage orders 1 » Return & Refunds » Device Support 1 » Payments & Gift Cards » Account Setting
LOCATION OF OPERATIONS » North America: Canada & United States 3 » Europe: Germany, Spain, France, Italy, and United Kingdom 3 » Asia and Pacific: Australia, China, and Japan
2ND DIRECT COMPETITOR
JD.COM OVERVIEW
» Major competitor to Alibaba’s Tmall. 2
» One of the world’s leading company in AI
» China’s largest online retailer by revenue
» Products offered by JD.com:
» Foods
» Electronics
» ApparelDELIVERY SYSTEM » 405 warehouses. 2 » Highly automated warehouse in Shanghai. 5 » Offers free delivery to certain areas. 9 » Provide delivery option from 3 to 7 days or more. » Full refund if the products failed to be delivered. 10
AUTHENTICITY
» Zero-tolerance towards 3
counterfeits.
» Direct sales model
⋄ Controls the entire supply
chain.
⋄ Limits the number of sellers.
» Identifies suspicious products or
sellers.CUSTOMER SERVICE » Customer service hours : 21:00 Sunday to 06:00 Friday 9 » 24 hour email response guarantee. 10 » IPR protection. » Full refund available including shipping fee.
LOCATION OF OPERATIONS » Headquarter: Beijing, China 2 » 200 countries and regions. » Highly automated warehouse in Shanghai, China 5
5. INTERNAL FACTOR EVALUATION
IFE MATRIX
Key Internal Factors Weight Rating Score
1. Ample Business Ecosystem 0.20 4 0.80
Strengths 2. E-Commerce Presence 0.20 3.8 0.76
3. Technological Infrastructure 0.15 3 0.45
1. Authenticity 0.20 3 0.60
Weaknesses 2. Location of Operation 0.15 3 0.45
3. Excessive Sellers 0.10 2 0.2
Score 1.00 3.26STRENGTHS: AMPLE BUSINESS
ECOSYSTEM
» Buyers, sellers, third-party service
providers, strategic alliance
partners, and investee companies
depend on Alibaba’s ecosystem.¹
» Services: B2B, B2C, C2C, group
buying, online payment, logistics,
online advertising, and cloud.
» Diverse marketplaces attract
buyers and sellers across multiple
interests domestically and
internationally.STRENGTHS: STRONG PRESENCE IN E-COMMERCE
» Has become one of the largest online
retailers in the world, operating in more
than 200 countries²
» World’s fastest growing e-commerce
market³
» Dominates China’s e-commerce (80% of
all online retail sales)⁴
» Set record for biggest IPO in history ($25
billion) when listed in NYSE in 2014 at
$68/ share.⁵
» More than 500 million people use
Alibaba’s shopping apps every month.²STRENGTHS: EXPANDING
TECHNOLOGICAL INFRASTRUCTURE
» Launched cloud services business in 2009, opening cloud storage,
computing and data analysis technologies to third-party customers.⁷
» Surpassed Amazon, Microsoft and Google’s revenue growth in IaaS
sector (126.5% growth rate 2016).⁶
» Marked historic long-term partnership with the International Olympic
Committee (IOC) through 2028.⁸
» Alibaba Cloud has 33 availability zones across 16 economic centers
globally ( China, Hong Kong, Singapore, Japan, Australia, Middle East,
Europe, India and the U.S. (East and West Coast).⁹WEAKNESS: FAKE OR COUNTERFEIT
PRODUCT ALLEGATIONS
➢ The company spends more than $161 Million dollars every year on
anti-counterfeiting efforts. 2
➢ Alibaba have faced criticism from foreign governments, foreign
brands, and even China’s government over counterfeit items. 2
➢ In 2016, the company membership have been suspended due to
counterfeit products.
➢ The risk of counterfeiting remains a big concern and instances of
counterfeiting may impact brand image.WEAKNESS: LOCATION OF OPERATION ➢ Alibaba mainly operates in China and Hong Kong. 11 ➢ AliExpress.com platform is used for global E- commerce. 11 ➢ It took them at least 6 days of delivery from China to the U.S.
WEAKNESS: EXCESSIVE SELLERS ➢ Alibaba is not putting cap on the number of sellers who register for the company. 12 ➢ Sellers who make contracts, could not earn enough money for their online selling because of the extreme competition. 12 ➢ Since Alibaba IPOs in 2014, there were more than 8.5 million active sellers, and it has only been going up.
5. FINANCIAL RATIOS
OVERVIEW OF FINANCIAL RATIOS
Alibaba Amazon JD.com
Net Profit Margin 29.82% 1.71% (0.29%)
Gross Margin 8,9,10 60.33% 37.07% 15.3%
Return on Assets 13.35% 2.83% (0.6%)
Return on Equity 24.28% 12.91% (2.23%)
Return on Invested Capital 19.7% 7.09% 4.74%
EBITDA $18,210 $16,132 ($0.205)NET PROFIT MARGIN
Net Income / Net Sales 7
$10,656 / $35,738 = 29.82%
» For every dollar Alibaba collects, it earns $0.2982
» Alibaba has a higher NPM compared to Amazon (1.71%) and
JD.com (-0.29%)GROSS MARGIN
[Sales - Cost of Goods Sold (COGS)] / Sales * 100 8
($35,738M - $14,178M/ $35,738M) * 100 = 60.33%
» For every dollar of revenue generated, Alibaba retains
$0.633 before operating expenses and income tax.
» Amazon gross margin is much lesser than Alibaba, and JD is
even worse. 9 & 10RETURN ON ASSETS
Net Income / Total Assets
$10,656 / $79, 838.09 = 0.1335 or 13.35%¹⁰
» Alibaba is 13.35% profitable in relation to its total
assets.
» For every dollar of assets invested by Alibaba, it
earns a return of approximately $0.13 in net profit.RETURN ON EQUITY
Net Income / Total Equity
$10,656 / 43883 = 0.2428 or 24.28%
» On every dollar invested in Alibaba Group, It turns to $0.2428
in net profit.13
» Compared to JD.com (-2.23%), Alibaba has almost 13 times as
much in Return on Equity.13&14RETURN ON INVESTED CAPITAL
ROIC = ( Net income - Dividends ) / ( Debt + Equity )
BABA= ($10,656 Million-0) / ($13.647 Million+$40.454 Million)=
19.7%
➢ For every $1 invested in BABA, an investor makes 19.7%EBITDA
Net Income + Interest Expense + Tax Expense +
Depreciation + Amortization
$10,656 + $369 + $4,924 +$ 2,261 = $18,210
» In 2017, Alibaba has earned a net income of $18,210 before interest, tax,
depreciation, and amortization expenses were taken.
» Alibaba has a significantly higher EBITDA compared to its competitors
Amazon and JD.com6. STRATEGIC PLAN (PART II)
EFE MATRIX
Key External Factors Weight Rating Score
1. Robust Outlook for Chinese Market 0.1 4.5 0.45
2. Increasing Online Shopping Market in
Opportunities
India 0.2 4 0.8
3. Benefit from Acquisition of Youku Tudou 0.2 4.5 0.9
1. Traditional retailers moving online 0.1 3 0.3
2. Competition in India 0.1 4 0.4
Threats
3. Rivalry in Southeast Asia 0.2 2 0.4
4. Competition from JD 0.1 2 0.2
Score 1 3.45IFE MATRIX
Key Internal Factors Weight Rating Score
1. Ample Business Ecosystem 0.20 4 0.80
Strengths 2. E-Commerce Presence 0.20 3.8 0.76
3. Technological Infrastructure 0.15 3 0.45
1. Authenticity 0.20 3 0.60
Weaknesses 2. Location of Operation 0.15 3 0.45
3. Excessive Sellers 0.10 2 0.2
Score 1.00 3.26INTERNAL-EXTERNAL ( IE) MATRIX
Strong (3.0 - 5.0) Average (2.0 - 2.99) Weak (1.0 - 1.99)
High (3.0 - 5.0)
Medium (2.0 - 2.99)
Low (1.0 - 1.99)Nadia Halim,
Thanaa Makdsi
SWOT 1.
Strengths (S)
Ample Business Ecosystem 1.
Weaknesses (W)
Authenticity
MATRIX
2. E-commerce Presence 2. Location of Operation
3. Technological Infrastructure 3. Excessive Sellers
Opportunities (O) Strengths & Opportunities Weaknesses & Opportunities
1. Robust Outlook for Chinese 1. Implementation of Online-
1. Expand presence in Singapore
Market to-Offline (O2O) strategy (S2,
through M&A (W2, O1)
2. Increasing Online Shopping O1)
2. Build more warehouses in strategic
Market in India 2. Globalization through the use
locations to minimize delivery time
3. Benefit from Acquisition of of technological infrastructure
(W2,O1)
Youku Tudou (S3, O2)
Threats (T) Weaknesses & Threats
Strengths & Threats 1. Collaborate with original
1. Traditional retailers moving
1. Strengthen presence in India manufacturers to reduce
online
(S2, T2) counterfeits (W1, T4)
2. Competition in India
2. Increase presence in 2. Increase and support collaboration
3. Rivalry in Southeast Asia
Southeast Asia (S2, T3) with big retailers in China and other
4. Competition from JD
growing markets (W3, T1)STRATEGY 1: INCREASED PRESENCE IN
SINGAPORE
» Partnership with Lazada to bring
Taobao into Singapore 1
⋄ Additional $2 Billion investment to
speed up Southeast Asian
expansion 2
» Logistics hub in Thailand’s Eastern
Economic Corridor (EEC) 3
» Launching and investing into mobile
payments and financial services.STRATEGY 2: ONLINE-TO-OFFLINE (O2O)
» Wholesale remake of the Chinese retail
landscape 4
» Integration of online, offline, logistics
and data across a single value chain.
» Acquisitions and strategic alliances with
brick and mortars.
» Transformation of 10,000 mom-and-
pop convenience stores across China
into a vast network of Tmall.com brick-
and-mortar outlets.STRATEGY 2: ONLINE-TO-OFFLINE (O2O)
» Alibaba should increase their
collaboration with local retailers
in growing markets such as
Japan.
» Japan’s leading ecommerce
company is Rakuten, but
partnering with local retailers
will help Alibaba gain traction.
» Seven-Eleven Japan, Ito-Yokado,
and Sogo & Seibu are potential
collaboration targets. (4)STRATEGY 3: M&A Qoo10 Will Fulfill at Three of Alibaba’s M&A Strategy Goals
» Alibaba should look into acquiring
Qoo10 to strengthen their position in
Singapore and to strengthen their
operational location weakness.
Qoo10 Monthly Users Compared to Competitors
» Qoo10 is the biggest e-commerce
company in the region with 1.6 million
of registered users.¹
» Qoo10 has a strong position in other
Southeast Asian countries such as
Japan.²
» Alibaba can utilize Qoo10 for their
strong presence in electronics and
fashion e-commerce business.³QUANTITATIVE STRATEGIC PLANNING MATRIX
FINAL RECOMMENDATION STRATEGY
Online-to-Offline Strategy
» Alibaba can use the online-to-offline strategy to
reform the Chinese market and the way they operate.
» Alibaba needs to create a retail store that allows
consumers to buy items immediately.
» Alibaba should create a strategic alliance with brick
and mortars retail stores.
» China’s population of 1.379B, e-commerce users
estimated: 253M. That’s only 18% of China’s
populationFINAL RECOMMENDATION STRATEGY CONT.
» Alibaba should create stores that
» Continue with the implementation
promote their online items.
of Online-to-Offline efforts. Alibaba
» Alibaba can use retail stores to show
should create stores like Amazon,
people the real item, instead of showing
which allow people to immediately
pictures. This could eliminate the
pick up their items.
authenticity problem.CURRENT ORGANIZATIONAL STRUCTURE
Functional
StructureCURRENT ORGANIZATIONAL STRUCTURE
PROPOSED ORGANIZATIONAL STRUCTURE Matrix Structure: Function & Product Line
PROPOSED ORGANIZATIONAL STRUCTURE
CURRENT ORGANIZATIONAL CULTURE
CURRENT ORGANIZATIONAL CULTURE
PROPOSED ORGANIZATIONAL CULTURE
PROPOSED ORGANIZATIONAL CULTURE
BALANCED SCORECARD: ONLINE-TO-
OFFLINE
Primary
Area of Objective Target Target Deadline
Responsibility
Faster Delivery Operation
5% increase Q2 2019
System Management
Customer Service Operation
3% increase Q3 2019
Value Management
Operation
Market Expansion 10% increase Q2 2020
ManagementCURRENT PRODUCT POSITION MAP
High Quality
Low Price High Price
Low QualityPROPOSED PRODUCT POSITION MAP
High Quality
Low High
Price Price
Low QualityCURRENT TARGET MARKET: CHINA
» Alibaba controls up to 51.3 % of the retail
E-commerce share in the Chinese market.1
» Language barrier is not a problem, as they
created websites with different languages
to satisfy the customers’ needs.2
» They also have a good relationship with the
Chinese government.3
» They target small and medium sized private
enterprises and individual businessmen.
» It will be easier for small businesses to look
for suppliers.PROPOSED TARGET MARKET: INDIA
» Target market demographic: Customer
with enough income and education to
access internet.
» Rising internet penetration, drop in data
access cost, and a shift to smartphones in
India (drop by 25-30% in internet cost). 4
» It is also predicted that by 2027, there will
be over 600 million online shoppers.5
» India also has much lower GDP per capita
($1,709) compared to China ($8,123).PROPOSED TARGET MARKET: INDONESIA
» Indonesia is the most populated country in
Southeast Asia. (4th in the world) and the
largest economies in SouthEast Asia. 6
» About 51% of online shopper in China are
at the age of 18-34 while there are about
76% of online shopper at that age in
Indonesia.
» 67% of Millennials and 56% of Gen Xers
prefer to shop on online rather than in-
store.7
» It provides them the pride of being up to
date to the current trend. (Psychological
factor).6. REFERENCES
REFERENCES
1. http://www.alibabagroup.com/en/global/home
2. "Jack Ma." Newsmakers, Gale, 2007. Biography in Context, http://rpa.sccl.org/login?url=http://link.galegroup.
com/apps/doc/K1618004432/BIC1?u=santacc_main&xid=20d008ea. Accessed 25 Feb. 2018.
1. https://www.investopedia.com/university/jack-ma-biography/
2. http://fortune.com/2015/05/20/alibaba-jack-ma-women/
3. https://www.forbes.com/sites/greatspeculations/2016/10/13/a-closer-look-at-alibabas-long-term-strategy/#583802a02bc0
4. https://www.bloomberg.com/view/articles/2017-10-18/who-has-the-world-s-no-1-economy-not-the-u-s
5. http://www.bbc.com/news/world-asia-pacific-13017877
6. https://www.hofstede-insights.com/country-comparison/china/
7. https://tradingeconomics.com/china/gdp
8. https://www.brookings.edu/opinions/economic-downturn-and-instability-in-china-time-for-political-reform/
9. http://www.theglobaleconomy.com/China/wb_political_stability/
10. http://financials.morningstar.com/cash-flow/cf.html?t=BABA®ion=usa&culture=en-US
11. http://financials.morningstar.com/balance-sheet/bs.html?t=BABA®ion=usa&culture=en-US
12. http://financials.morningstar.com/income-statement/is.html?t=BABA®ion=usa&culture=en-US
13. http://www.alibabagroup.com/en/contact/officesREFERENCES
1. https://www.forbes.com/sites/helenwang/2017/11/12/alibabas-singles-day-by-the-numbers-a-record-25-billion-
haul/#4d00f0001db1
2. https://qz.com/1089559/morgan-stanley-explains-why-indias-e-commerce-market-is-a-hot-investment-opportunity/
3. https://dazeinfo.com/2014/07/07/mobile-phone-internet-penetration-growth-apac-mcommerce-sales-2014-2018/
4. http://variety.com/2016/biz/asia/alibaba-completes-youku-tudou-takeover-1201746908/
5. http://adage.com/article/agency-news/digital-make-global-ad-spend-2017/306991/
6. https://www.recode.net/2017/12/4/16733460/2017-digital-ad-spend-advertising-beat-tv
7. https://www.forbes.com/sites/franklavin/2017/11/20/alibaba-and-the-consumer-journey-my-dinner-with-joe-
tsai/#db0438814e95
8. https://www.ft.com/content/f9b4791c-4a56-11e7-a3f4-c742b9791d43
9. https://www.emarketer.com/Article/Chinarsquos-Digital-Video-Ad-Spending-Overtake-TV-by-2021/1016452
10. http://financials.morningstar.com/balancesheet/bs.html?t=BABA®ion=usa&culture=en-US
11. http://financials.morningstar.com/incomestatement/is.html?t=JD®ion=usa&culture=en-US
12. https://www.barrons.com/articles/jd-com-shares-a-better-deal-than-alibabas-1507955331REFERENCES
1. https://www.amazon.com/gp/help/customer/display.html
2. http://web.b.ebscohost.com.libaccess.sjlibrary.org/bsi/pdfviewer/pdfviewer?vid=5&sid=bc300fe5-dad7-4783-a17d-
70d55896bc2a%40sessionmgr104
3. http://web.b.ebscohost.com.libaccess.sjlibrary.org/bsi/pdfviewer/pdfviewer?vid=8&sid=bc300fe5-dad7-4783-a17d-
70d55896bc2a%40sessionmgr104
4. https://www.amazon.com/gp/help/customer/display.html/ref=aw?ie=UTF8&nodeId=200105970
5. https://sellercentral.amazon.com/gp/help/external/201165970?language=en-US&ref=mpbc_201166010_cont_201165970
6. https://service.alibaba.com/buyer
7. http://www.businessinsider.com/amazon-is-struggling-to-find-its-place-china-2017-8
8. http://financials.morningstar.com/income-statement/is.html?t=BABA®ion=usa&culture=en-US
9. http://financials.morningstar.com/ratios/r.html?t=AMZN®ion=usa&culture=en-US
10. http://media.corporate-
ir.net/media_files/IROL/25/253315/2017/JD.com%203Q2017%20Financial%20and%20Operational%20Highlights.pdf
11. https://www.marketing91.com/swot-analysis-alibaba/
12. http://www.alibabagroup.com/en/about/overview
13. https://www.recode.net/2017/10/24/16534100/amazon-market-share-ebay-walmart-apple-ecommerce-sales-2017REFERENCES
1. https://www.marketing91.com/swot-analysis-alibaba/
2. https://amigobulls.com/articles/2017-07-26-alibaba-stock-is-facing-a-fresh-threat-
from-amazon-com-inc
3. https://www.reuters.com/article/us-amazon-com-india/amazon-wins-indias-approval-
to-invest-in-domestic-food-retail-idUSKBN19W0G0
4. https://techcrunch.com/2017/08/17/alibaba-tokopedia/
5. https://investorplace.com/2016/04/alibaba-baba-stock-threats-jd-com-tencent-
tcehy/#.WoWHjKjwY2w
6. https://finance.yahoo.com/quote/BABA/balance-sheet?p=BABAREFERENCES
1. http://www.alibabagroup.com/en/about/faqs
2. https://www.cnbc.com/2017/09/22/alibaba-is-much-more-than-just-chinas-e-commerce-platform.html
3. http://projects.wsj.com/alibaba/
4. https://www.forbes.com/sites/quora/2014/05/08/how-did-alibaba-capture-80-of-chinese-e-
commerce/#7fb73fdf9edd
5. http://fortune.com/2014/09/17/everything-you-need-to-know-about-alibaba-and-its-ipo/
6. http://fortune.com/2017/09/27/cloud-computing-revenue-growth/
7. http://www.scmp.com/tech/enterprises/article/2114965/alibaba-says-it-track-overtake-amazon-worlds-
top-cloud-computing
8. https://www.olympic.org/news/ioc-and-alibaba-group-launch-historic-long-term-partnership-as-alibaba-
becomes-worldwide-olympic-partner-through-2028
9. http://www.alibabagroup.com/en/news/article?news=p171220
10. http://financials.morningstar.com/balance-sheet/bs.html?t=BABA®ion=usa&culture=en-US
11. "Alibaba Group Holding Limited." n.d. EBSCOhost,
libaccess.sjlibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=dmhls&AN=CD
A32AC9-0D86-4559-8D3E-70F5FA303639&site=bsi-live&scope=site.REFERENCES
1. http://corporate.jd.com
2. http://corporate.jd.com/ourBusiness
3. http://corporate.jd.com/commitmentToQualityAuthenticity
4. http://media.corporate-
ir.net/media_files/IROL/25/253315/2017/JD.com%203Q2017%20Financial%20and%20Oper
ational%20Highlights.pdf
5. http://www.bbc.com/future/story/20160701-the-huge-chinese-warehouse-run-by-robots-
and-one-human
6. http://web.b.ebscohost.com.libaccess.sjlibrary.org/bsi/pdfviewer/pdfviewer?vid=5&sid=bc3
00fe5-dad7-4783-a17d-70d55896bc2a%40sessionmgr104
7. http://financials.morningstar.com/income-statement/is.html?t=0P000000B7&culture=en-
US&platform=sal
8. https://www.joybuy.com
9. https://help.joybuy.com/help/question-32.html
10. https://help.joybuy.com/help/question-59.html
11. https://help.joybuy.com/help/question-312.htmlREFERENCES (PART II) 1. https://www.nasdaq.com/article/a-closer-look-at-alibabas-southeast-asian-ambitions-cm770318 2. https://seekingalpha.com/news/3340071-alibabas-aggressive-expansion-southeast-asia 3. http://techwireasia.com/2018/03/alibaba-expanding-its-reach-in-southeast-asia-with-thai-investments/ 4. https://seekingalpha.com/article/4131322-alibabas-killer-o2o-strategy
REFERENCES (PART II) 1. https://www.todayonline.com/business/qoo10-talks-malls-scale-online-platform 2. https://e27.co/7-10-top-e-commerce-players-singapore-local-study-finds-20170905/ 3. https://www.techinasia.com/14-popular-ecommerce-sites-singapore 4. https://www.thebalancesmb.com/largest-japan-retail-chains-2892251
REFERENCES (PART II)
1. http://www.alibabagroup.com/en/about/culture
2. http://www.alibabagroup.com/en/ir/governance_8
3. http://www.alibabagroup.com/en/about/leadership
4. https://hbr.org/2014/05/alibaba-looks-more-like-ge-than-google
5. https://www.forbes.com/sites/hengshao/2014/05/13/a-peek-inside-alibabas-corporate-
culture/#3e85d34c4efc
6. https://dealbook.nytimes.com/2014/05/06/i-p-o-revives-debate-over-a-chinese-structure/
7. https://money.usnews.com/investing/articles/2017-01-26/the-chinese-corporate-structure-that-terrifies-
american-investorsREFERENCES (PART II) 1. https://seekingalpha.com/article/4131322-alibabas-killer-o2o-strategy 2. https://seekingalpha.com/news/3340071-alibabas-aggressive-expansion-southeast-asia 3. https://www.todayonline.com/business/qoo10-talks-malls-scale-online-platform 4. https://www.techinasia.com/14-popular-ecommerce-sites-singapore 5. https://www.export.gov/article?id=China-ecommerce
REFERENCES (PART II)
1. https://www.forbes.com/sites/jaysomaney/2015/10/18/chinese-government-has-a-huge-stake-in-
alibaba/2/#23e66af94d9d
2. https://www.techinasia.com/14-popular-ecommerce-sites-singapore
3. http://www.bbc.com/news/world-asia-pacific-13017877
4. https://www.ecommercefuel.com/alibaba-vs-amazon/REFERENCES (PART II)
1. https://www.emarketer.com/Article/Alibabas-Tmall-Maintains-Ecommerce-Lead-China/1016432
2. http://ecommercechinaagency.com/top-marketing-strategies-to-success-with-alibaba/
3. https://www.forbes.com/sites/jaysomaney/2015/10/18/chinese-government-has-a-huge-stake-in-
alibaba/2/#23e66af94d9d
4. https://www.thehindubusinessline.com/info-tech/internet-bandwidth-prices-fall-25-30-in-last-two-
years/article20807334.ece1
5. https://www.ft.com/content/8ffad544-0b2a-11e8-8eb7-42f857ea9f09
6. http://www.afr.com/news/world/asia/indonesia-makes-an-aggressive-leap-into-the-world-of-ecommerce-
20171120-gzowmd
7. https://www.bigcommerce.com/blog/ecommerce-trends/You can also read
