Why Did Ma Yun Turn The Strategy Of "Big Taobao" Into "Big Ali" Strategy?

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According to the world clothing shoes and hats net, in June 16, 2011,

With a big hand, he announced that he would turn

It is divided into three companies: one pane, Taobao and Taobao mall.

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This active strategic adjustment, Ma Yun explains: "in order to better adapt to the rapid development of today's industry, the group decided to enhance the strategy of" big Taobao "as" Big Ali "strategy.

In this regard, the outside world has done a lot of analysis.

Not long ago, Ceng Ming, chairman of the academic committee of Alibaba group and lakeside university education director, analyzed the secret behind that strategy from a strategic height.

This time, "Ali in search", together to visit the secret of this 6 years ago.

In 2011, Alibaba did a very exaggerated thing. There are few examples in business history. At that time, Taobao was on the high side. Soon, in 2012, it came to one trillion.

In that year, we split the whole Taobao into three subsidiaries: Taobao, Tmall and Yi Tao. Many people may not have heard of an Amoy today, but we were three independent subsidiaries, and we found the three most powerful leaders to take the three teams.

At that time, I spoke very clearly to the three companies, and you went ahead with your own understanding of the future to compete with each other. Your goal is to kill each other.

Why do we have such a violent action? Why are we willing to spend so much resources and organization costs to do this?

The reason is very simple.

Because between 2009 and 2011, our company has been arguing for three years. We can not form a unified judgement about the future industrial end. Whether it will be B2C or Taobao like C2C, or a search engine pointing to countless B2C, small independent B2C, is actually the US pattern.

Because the pattern of the US was at least two or three years ago, the traffic volume of the electricity supplier was all in the hands of Google. Google was sending traffic to numerous small B2C websites. Amazon's traffic volume is not too high. Amazon is just a place to buy things, and people will not do shopping search and so on, but that ecosystem is not available in China.

When we were in 2011, we could not be sure whether China would go to the direction of the United States. At that time, there was no way to form a consensus on future judgments. The allocation of internal resources was very difficult.

How did we solve this problem? In the end, Ma made a decision that we should not argue. Everyone went to the market to try to see what the future trend was like, and the real feelings you got during swimming were the future.

So we took the three companies and threw them away for a year. After a year's work, it became clear that the so-called shopping search didn't exist, because the infrastructure of Taobao and Tmall was already very strong at that time. Most people found that the cost of opening independent B2C was too high. They only did business on Taobao and Tmall, which actually shared most of the cost, so it could operate at a fast and low cost.

So, because there is no independent B2C, you have lost the value of a search traffic entrance. So one year later, a panning became a department, and it turned back to the Alibaba again.

This example is to say that we may sometimes use quite extreme methods to test our judgement of the future.

A lot of traditional business people sometimes feel very uneasy. They think Internet Co management is so messy. It looks like a headless fly running there. But why does Internet Co seem to do well?

In fact, a very important reason is that everyone's understanding of strategy is different, including the corresponding use of resources.

For Internet companies, or for future competition, because the whole market changes too fast and the direction is not clear, it is the first priority to find out new directions through action experiments, so it is entirely worthwhile for you to spend some resources in order to try out this direction at this time.

So in Taobao, you will often say that the early days of Taobao are barbaric growth. Sometimes 35 teams are doing similar things, but you seem to be doing similar things, but the thinking behind them and even the foundation of things are quite different.

So what you sacrifice is the short-term resource efficiency, but what you get is that you are constantly moving towards a more exciting vision and inspiring future on a correct strategic track.

To sum up, what I want to say most is that we must never stick to traditional plans. The plan we write down is basically out of date, but you really have to build a new core capability, that is, a very efficient feedback loop between anticipation and current action.

No one can really understand things after more than ten years, just say that you have been watching, and then you are doing in the process as long as half a step faster than others.

Therefore, the most crucial point in the formulation and implementation of the new era strategy is to approach the main channel closest to the future. In this process, we must not worry about wasting resources.

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