Does it make sense for Alibaba Group to be in all of its businesses? Why or why not?
我认为在阿里巴巴的业务中，阿里巴巴网，淘宝，支付宝，阿里软件，阿里妈妈很有意义，
为阿里巴巴的利润增长，竞争力和领导地位做出了卓越贡献，应该多元持有. 而雅虎效率和
市场份额低下，难以发挥协同作用，应该撤资和剥离。
-
应该多元持有的五个业务部门：
业务部门之间相互促进，带来内部交易的经济效益和交叉业务机会，增强协同效应。例如，
支付宝消除了结算风险，增强了消费者对在淘宝购物的信任，从而推动了淘宝业务的发展。
关键词竞价和广告等增值服务收入与阿里巴巴用户数量同步增长。
多个业务部门意味着集团能够分散风险，使其不仅仅依赖于单一的收入来源。
母公司优势：经验借鉴，资源共享，财务支持。实现范围经济，降低成本，提高效率。支付
宝积累的金融服务经验可以用在小型企业融资等新业务上。阿里妈妈利用了阿里巴巴运营网
络市场的经验和极其广泛的消费者和企业客户群。
市场份额与领导地位：业务部门在其领域中拥有显著的市场份额（如淘宝占据了中国市场的
82%）
，以及 B2B 业务上市，可以为母公司带来了明显的品牌效益。
对外的策略优势：由于阿里巴巴的多元化业务，它可以与不同的合作伙伴和供应商进行更有
利的谈判，如与服务商谈判批量价格。
虽然同时多元持有以上业务存在内部竞争冲突，也可能导致资源的不合理分配，为集团在管
理方面带来挑战，但持有以上子公司的优势大于劣势。集团应继续强化跨部门的合作，解决
内部竞争冲突，并考虑在某些关键领域进一步整合其技术和资源。
-
阿里巴巴应该撤资或剥离雅虎业务：
根据 BCG 矩阵分析，雅虎是市场份额低，市场增长高的问题标（Question Marks）
。由于雅
虎仅占 6%的市场份额，且关停了主要的“3271”关键字业务，即使投入大量资金，也难以与
百度和谷歌抗衡。所以雅虎与阿里巴巴旗下的其它业务发挥的协同作用有限，利用雅虎的搜
索技术引导访客访问阿里巴巴集团的其它业务收效甚微。
Among Alibaba Group's portfolio, Alibaba.com, Taobao, Alipay, Alisoft, and Alimama have
played pivotal roles in driving the company's profit growth, enhancing its competitiveness,
and solidifying its leadership. These units have demonstrated a strong synergy,
complementing each other and bringing economies from internalizing transactions:
Alipay's solutions, which address settlement risks, have bolstered consumer trust in
Taobao, subsequently spurring its growth. Revenue from auxiliary services, such as
keyword bidding and advertising, has mirrored the rise in Alibaba's user base. Additionally,
the diverse nature of the group's ventures ensures risk mitigation, preventing over-reliance
on a single revenue stream. This diversity brings parenting advantage, including a reservoir
of experiences, shared resources, and financial backing. One notable benefit is leveraging
Alipay's proficiency in financial services for newer ventures like SME financing. Alimama,
another asset, taps into Alibaba's extensive expertise in e-commerce, accessing a vast
consumer and business clientele. Taobao's 82% market share in China and the listing of
its B2B business underpin the Group's leadership and brand strengths. Furthermore,
Alibaba's broad business spectrum equips it with the leverage to negotiate better terms
with partners and vendors.
However, managing such a diversified portfolio isn't without challenges, mainly due to
internal competitive friction and potential misallocation of resources. Yet, the merits of
retaining these subsidiaries overshadow the drawbacks. Alibaba should intensify interdepartmental collaboration to resolve these frictions and mull over more profound tech and
resource amalgamation. It is important for Alibaba Group's subsidiaries remain
independent while diversifying their businesses. By encouraging the independence of each
unit and empowering each president to make autonomous decisions, the group has not
only improved the efficiency of its decision-making, but also enhanced its ability to adapt
to changing market conditions.
Conversely, Yahoo's operations in China, characterized by a mere 6% market share and
dwindling primary services like the "3271" keyword function, remain lackluster. The BCG
matrix categorizes Yahoo as a Question Mark - high growth but low market share. Its
inability to rival giants like Baidu and Google, even with significant investments,
underscores the limited synergy with Alibaba's core operations. Consequently, divesting
from Yahoo seems a strategic move for Alibaba.
随着战略变化调整组织结构
阿里巴巴占据中国约一半以上 B2B 电子商务市场和超过 70%的网上购物市场。
六大业务部门：阿里巴巴网站，淘宝网，支付宝，阿里软件(互联网业务管理解决方案)阿里
妈妈（在线广告交易平台）
，雅虎（娱乐门户）-----都是独立子公司，高度自主，帮助阿里巴
巴集团确立了领导地位，大幅增涨了阿里巴巴的利润
----如何将业务潜力发展到极致
阿里巴巴集团在中国电子商务市场的领导地位是各子公司之间的竞争促成的。如何促进独
立公司之间的合作
外部经济环境优势：中国政策改革鼓励私营企业发展
阿里巴巴：在线交易平台，旨在帮助中国小型制造商与零售商，贸易公司和下游制造商等买
家建立联系。
临界质量
淘宝：占据了中国市场 82%的份额----对用户需求做出快速反应非常重要，反面举例 eBay
将技术平台从中国迁移到了美国
支付宝：消除结算风险，增强消费者对在淘宝购物的信任---促进淘宝业务发展
中国雅虎：搜索，电子邮件和娱乐内容，市场份额仅为 6%
阿里软件：为小企业提供基于互联网的企业管理软件，如客户关系管理，库存管理和财务管
理---阿里巴巴 B2B 业务的联系---放弃---独立销售团队，市场潜力大 ----证明市场可行性，
达到临界质量---独立部门---2009 年 40%管理软件市场份额
阿里软件和阿里巴巴 B2B 的销售团队覆盖了很多相同客户，造成了冲突，马云试图鼓励 阿
里巴巴集团公司之间的交叉业务机会
阿里妈妈：具有战略意义，利用了阿里巴巴运营网络市场的经验极其广泛的消费者和企业客
户群
B2B 业务上市，募集资金 17 亿，股价翻了 3 倍---打造全球性知名品牌
马云不愿意为阿里巴巴的企业中心制定一个议程，而是让每个公司制定自己的战略，鼓励子
公司成为各行业的领导者
---各业务之间出现内部竞争冲突：与阿里巴巴集团竞争对手开展业务，竞争也可能导致放弃
许多协同效应，而这些协同效应只有在各单位彼此完全合作的情况下才能产生
---权利下放，子公司总裁有责任解决内部竞争在子公司之间造成的明显优势。
----牺牲协同效应，阿里巴巴的去中心化模式能在快速增长的环境中站稳脚跟
业务部门之间相互促进：关键词竞价和广告等增值服务收入与阿里巴巴用户数量同步增长。
潜在未来收入：融资，运输，和保险等服务的佣金---如果汇集足够稳定的交易量，就可以与
服务商谈判批量价格，并将部分折扣据为己有
业务部门之间的经验借鉴：阿里巴巴还通过支付宝，阿里巴巴 B2B 和淘宝等业务部门掌握
了有关客户销售，
付款和收款的实时，可验证的数据，虽然与小企业贷款行业没有直接关系，
但阿里巴巴集团也通过支付宝的支付处理业务积累了丰富的金融服务经验
高层管理人员组织演变—首席人力官---在公司经历快速发展时期，守护组织的持续发展和
维护阿里巴巴以价值观为基础的文化。
---鉴于阿里巴巴许多业务都有共同流程和客户，首席运营官可以促进跨平台业务发展，通过
规模降低成本，让马云有更多时间专注领导力和战略
阿里巴巴的子公司使用许多通用的核心技术和平台，但他们都采用独立技术团队，以最大限
度提高灵活性----阿里巴巴的分散技术战略帮助公司在中国新型的电子商务市场中占据先机
----马云开始考虑是否将其技术平台集中到一个首席技术官之下
促进集团合作：例如阿里巴巴 C-suite 和子公司高级管理层参与社区建设活动，管理培训课
程，轮换不同子公司之间的高级管理人员，
自下而上制定阿里巴巴的长期战略，
阿里巴巴的股票和期权激励，在阿里巴巴非上市公司工作的员工可以获得阿里巴巴集团的
股票期权
在阿里巴巴上市业务和私有业务之间轮换管理人员，为激励机制和股票期权带来了一些挑
战
马云鼓励阿里巴巴的业务部门将新想法和市场情报向组织内部渗透
Should Alibaba’s new business initiatives (mobile platforms and small business financing)
be managed by the corporate headquarters or by existing business units?
我认为移动平台应由每个业务部门开发和管理自己专门的平台，小企业融资应由现有业务
部门-支付宝进行管理。
移动平台：每个业务部门有独特的需求和侧重，由相关业务部门独立开发更有利于满足这些
需求，提供更加个性化和专业的服务。开发集中管理公司所有业务的平台将耗费大量时间，
而且缺乏精通各方面业务的人才。分散的平台拥有更大的决策自主权，能快速响应不同市场
的变化和创新。统一移动平台会导致平台复杂化，对用户而言不够简洁高效。独立的移动平
台可以针对相关客户群体，增强用户体验感。
小型企业贷款：支付宝是中国领先的在线支付企业，在消费者心中建立了深厚的信任，而公
司信誉对于银行贷款业务很重要，支付宝也可以借助这种信任快速推广新业务。支付宝已经
有了成熟的技术和平台，可以为推出小额贷款这种金融产品奠定基础。支付宝与小型企业贷
款存在很强的协同效应或互补性，支付宝积累的丰富的金融服务经验，例如支付处理和交易
管理，可以用于新业务。 支付宝处理了大量的交易数据，有利于分析用户财务状况和信用
状况，对贷款申请人进行有效风险评估、资金流管理，根据每个客户的独特财务状况提供个
性化的贷款条件。市场协同：通过支付宝，阿里巴巴可以为小企业提供一站式的解决方案，
从电商平台到支付，再到融资，形成一个完整的生态系统，帮助小企业更好地发展。与此同
时，想要进入这个市场，阿里巴巴需要跨越一些运营障碍：获得银行牌照，建立专门的银行
运营集团并筹集资金满足监管资本要求。
具体业务采用去中心化模式可以帮助新业务在快速增长的环境站稳脚脚跟。如果新业务由公
司总部管理，可能会导致开发速度变慢，灵活性降低，并剥夺业务部门的权利。在市场上对
用户需求做出快速反应至关重要。
I believe that each business unit should develop and manage its own mobile platform, while
the small business financing business should be left to Alipay.
Mobile platform: It is more appropriate for each business unit to develop its own platform
independently due to its unique needs and characteristics, to better meet user needs and
to provide professional and personalized services. A centralized master platform will
increase complexity, take more time and may lack comprehensive expertise. In contrast,
decentralized platforms have greater decision-making freedom and the flexibility to
respond to market changes. A single mobile platform can lead to complexity of use, while
independent platforms can serve specific user segments more precisely and enhance the
user experience.
Small business financing: Alipay, as China's online payment giant, is already trusted by
consumers. This trust has helped Alipay expand rapidly in the financing business. Alipay's
technology and platform provide a solid foundation for financial products such as
microfinance. Its experience in payment and transaction management will bring great value
to the new business. The large amount of transaction data processed helps to deeply
analyze users' finances and creditworthiness so as to make accurate loan assessments.
This allows for a personalized loan package based on each client's unique financial
situation. In addition, through Alipay, Alibaba can provide small businesses with a full range
of solutions from e-commerce to payment to financing to help them grow. However, the
many operational difficulties involved in this business, such as obtaining a banking licence
and raising capital, also need to be considered.
In summary, a business-specific decentralization strategy can help gain a foothold in a
rapidly evolving environment. Centralized management may limit the speed and flexibility
of innovation and reduce the speed of response to the market. Decentralisation helps each
business unit to be more efficient, as fewer decision-making levels allow for faster
response to market demands and accelerated time-to-market for mobile platforms and
small business financing business. Each business unit can delve deeper into its area of
expertise and develop specific skills and knowledge to deliver a more specialised product
to its customers.