我的阅读提示： 1、马云火了，十五年前呢？ 2、Think differently。 3、Create Value。 4、Make it happen。 5、Customers No. 1, Employees No. 2 and Share holders No.3。 6、Trust each other；Belief makes dreams。 7、Respect customers; Respect employees; Respect investor；Respect goverment。 http://ishare.iask.sina.com.cn/f/24731554.html Jack Ma ’ s speech at Columbia Business School 主持人： (applause)Good evening, everybody. S o I am very fortunate to have a great job. I meet a lot of extraordinary entrepreneurs who ’ ve done amazing things. B ut in that group, even in that good company, Jack Ma really stands out. Jack ’ s a pioneer in Internet industry and it is well acknowledged that he started the first Internet company in China back in 1995, the company called China Pages. H e competed with China Telecom. and then the international partner of China Telecom. and apparently very quickly after that he felt like the ant with the elephant. H e quit and he went off to work with a new government entity that was promoting e-commerce and that ’ s for a while and then his sort of ambition got the better of him and in 1999 he got 18 of his friends and his family together and with $60,000 for his vision for Alibaba. And he ’ s been the leading sort of inspiration behind Alibaba and I learnt it ’ s more than just Alibaba. It ’ s the whole group, err., ever since. J ust talking about Alibaba. Alibaba is a leading small business e-commerce company in the world that has 53 million users and it operates more than 240 countries and regions around the world. I n 2007, it raised $1.7 billion and initial public offering in Hong Kong , which was the largest IPO since Google. It is continuing to grow and just I look at the last-quarter results and that ’ s the second quarter of this year and revenue ’ s up 50% and ---margin ’ s up 35%. A nd I thought that was pretty impressive. Until I was downstairs talking with Jack and his colleagues ， he said, “ oh, you don ’ t understand. It ’ s just sort of tip of iceberg. W e have all the other companies. ” A nd I said, “ Tell me about those. ” Well, Alibaba is one of 5. There is also Taobao, ( D id I get it right? D id I pronounce correctly? OK? I ’ ve been practicing Taobao in the last five minutes) which is basically a combination of Amazon, ebay and Facebook, that whole platform. A nd last year there was about $30 billion with B to C on website, last year ’ s $30 billion of transaction that went to Taobao and the expectations are next year the revenue of transaction will double. T here is also Allypay, Chinese version of Paypal. I t ’ s escrow-based, a system that allows a lot of people to purchase without credit cards and there are 4000 million users of Allypay. Jack is a truly visionary, truly extraordinary entrepreneur and he ’ s been recognized by us but also by Time magazine as one of the most influential people, by Business Week as one of the most powerful people. H e has a reputation for plain speaking, speaking as his mind. W e are delighted to have him here tonight. Jack! 马云： T hank you Professor. I t ’ s my great honor to be here. S o … when I listen to the introduction, I am a little bit confused whether he was talking about me as one of the most powerful people influential people. I’ m er … let me first introduce myself. I am 100% made in China. A nd I learned my English by myself when I was a kid from most of the American tourists when they visited my city called Hangzhou. S o 1970s, early 1970s, when lots of foreigners visited the city, so I er … every morning, I got up early and become a tour guide for them for 9 years of free guide and they taught me English and I taught them, er … I showed them around. A nd er … I learned their language and learned their culture and I learned how to think differently. B ecause everything I learned from my schools when I was a kid was different from the things I learned from the foreign tourists. M y father and my school teachers told me that China was the richest country in the world and we are going to liberate the world. Just like today ’ s North Korea. A nd later I found out that was not true. S o er … since then, I’ m a little bit different from the most of Chinese. P eople said, “ Jack, you are different from Chinese. B ut the American people looked at me like a very typical Chinese. A nd Chinese looked at me like American people because I understand the culture here. S o I have never even one day training in the States but I learned a lot and got my Internet concept form the States. Now first let me introduce a little bit about the Alibaba group. Alibaba was founded in 1999. 18 founders in our apartment and we just get the idea that we believe Internet is going to change China. Internet was booming. S o (but) nobody believed us and everybody said, “ well, how can you do Internet in China? ” B ecause China ’ s government and censorship and there ’ s no reason for us to survive. A nd today, people say, “ Jack, you are visionary. H ow could you tell e-commerce on Internet 10 years ago? ” and I think that we are like the blind men riding on the back of blind tigers. J ust by accident and we focused. W e made the things happen. T oday, from 18 people to now we have 20,000 people and we grow from one company to five companies right now. The first company was called Alibaba.com. It ’ s focus on small /medium-sized companies helping the small medium size companies. W e have over 37(or) 38 million registered SME (small-medium enterprises) in China using our services outside China. W e have more than 12 million SMEs using our services. S o, our business model is very simple. O ne side in China side, is a domestic trading. A nything you want to buy, anything you want to sell in China, you can use the China website. I t ’ s just like a market place, like ebay. B ut ebay is C to C we are B to B. The Alibaba B to B, one is China domestic trading. T he other is import and export. I t ’ s a market place for global purchasing, global buy and so on. I t grows pretty healthy. W e were listed three years ago in the er … in the Hong kong market. A nd we were very lucky because as the day we were listed that the market was good. S o our stock price grew from 13 dollars to 40 dollars without doing anything good, just go up. A nd 3 months later, our stock from 40 dollars to 3 dollars, without doing anything bad. A nd you know just up and down and there was rock ’ n roll. And now the company ’ s stabilized, we still focus on e-commerce and still focus on SMEs. B ut exactly the company the other four companies are private companies. T he other company which we own 100% is called taobao.com which you probably … many most of Chinese people here may have heard about it. I t is much more influential than Alibaba.com in China. W e have more than 300 million registered users. I t started with C to C. but 95% is from B to C. And six years ago, we started to compete with ebay. Ebay has a lot of money and at that time, their market cap(ital) is 80 billion dollars. T hey came to China. T hey said they would compete with Alibaba and we started our business f ro m zero and we got 2 or 3 % market share and now we have 90% market share., which(while) ebay has 2 or 3 % market share. S o Taobao is a combination of Amazon, ebay, Google and facebook. I t ’ s a community online and we have 43 million unique visitors, visiting the siteshopping everyday and we finished 8 million transaction per day. A nd logistically, last year the package delivery on the whole China is 2 billion packages delivered on the road. W e created 1.1 billion. S o we (have) like 55% of market share that is on the delivery. I t ’ s growing very fast. W e already have like 100% growth in the past seven years and we ’ ll keep at 100% this year. A nd the third company we have got is Alipay, just like Paypal. I t ’ s a very stupid model. F ive years ago, I thought people … it ’ s so difficult to trade online because people don’t trust each other. T he bank system was so bad and the finance infrastructure was also bad. S o I was worried about what I was gonna do. T he banks have the license to do this business. W e know how to do the business but we don ’ t have the license. S o in the end people said, “ Jack, don ’ t touch that area. I f you touch that area, you would be in prison because financial sectors are very risky in China. ” A nd I said, “ put me into the prison. L et ’ s do it. ” A nd we do transparent and everything clear in order to make sure the government happy, people happy. S o we work with the banks, you know, close to 70 banks in China today, we have 400 million registered users and we are the largest online thirdparty payment without any business models. W e just want to help people that makes the banks unhappy because we destroy their business model. China, in the world, a good bank like 60 and 70% of the revenue from the services. B ut in China, 70% and 80% revenue comes form loaning. S o we go inside, go to the service. T he fourth company is Ali cloud computing which (we registered) was founded two years ago. B ecause we have the data from our small medium size companies, because we have the data from the Taobao consumers and we have the data from the Alipay. S o other data we collected become so influential that we want all the consumers to share, to understand the data from SMEs and let the consumers understand SME data. S o that is we are focusing on cloud computing. A nd the No.5 company we have is called yahooChina which was purchased from Yahoo 5 years ago. S o there are the groups. A nd the Alibaba is listed and the other four are private. A nd pretty good, we are lucky in China that we combined, like, Amazon, ebay, Paypal and altogether in the same group. 70% market share in China e-commerce and still keep on growing very fast. O ne of the reasons people said why you survived in China, why I succeed, I think one of the key reason we survived is that we believe always customers No. 1, employees No. 2 and share holders No.3. and this is the first philosophy until now we still trust( we still trust until now). it ’ s the customers that stay with us. I t ’ s the customers we created. B ecause the Internet in China, the past ten years there were three main business. O ne is focus on pivotal site, like we have Yahoo today, Sohu and. T hey focus on the news. And I think it ’ s so difficult to do the news in China unless you are in Beijing and you know the government office, you know the policy and we don ’ t (never) understand what the government policy is. S o, we said, “ Ok, let ’ s stay away from the pivotal sites. T he second business which in China is very very popular, which probably be the most unique business in the world, that ’ s online gaming. A nd I don ’ t believe that model. I don ’ t like that because China is one-child family. I f all the kids play online games, it ’ s so bad. A nd my son and his schoolmates all stick to the online games. A nd I say, yes, we can make a lot of money, but I just don ’ t want my kids to focus online. S o we do not doing that. C hina has already got enough companies focusing on … almost all the Internet companies have online games and we are the only company that ’ s not on online gaming. S o the only thing we can do is e-commerce and the e-commerce is so tough, so difficult to do it. A nd ten years ago, e-commerce in the world B to B, they all want to focus on big companies. T hey all want to focus on buyers. T he value they created is the saved cost for buyers. S o we do the opposite. A nd we believe that the America is very good at playing basketball. W e should focus on playing pingpong because we do not always play the same. S o we said, in China, we don ’ t have big companies. S o we should focus on small /medium-sized companies. W e should help the buyers, we should help sellers because china want to sell things abroad and the SMEs want to sell things abroad. S o we focus on the small/medium size. W e focus on helping supplies and the value created is not the saved for cost. B ecause the SME knows how to save the cost better than we know and better than you do. T hey want to learn how to sell products, how to make money. S o we foucs on the SME. W e focus on supplies and focus on creating money for them. S o these are focus we stay on and that is everything. A nd you know, in the first three years. W e don ’ t have any business model. W e have zero revenue for three years. I t was so tough, was so difficult. T he only thing to encourage us to continue is letters and emails of thanks. W e would receive hundreds and thousands of emails of thanks every week every month. P eople thank us because of us they created jobs, because of us, their business grow. A nd we don ’ t get any money but if our customers make money, we are happy. A nd No.4 year, we started to make money. S o the second thing is employees. I believe you know I ’ m not trained to be a high-tech guy. I hate high-tech. and my wife bought me an iPad and I still don ’ t know how to use it. A nd I never use PPT because I don ’ t know how to do when every time I use it, something wrong with the PPT, so I don ’ t know how to speak. S o I was trained to be a high-school teacher and I know nothing about technology. A nd the only thing I can use the computer is sending and receiving emails and browsing, that ’ s it. I think that ’ s enough, right ? And 80% of people in the world like me, we hate technology. W e want technology to work for us. W e should not work for the technology. S o for the first five years, I was the quality controller of my website. I wanna make sure everything is easy, simple enough to use, without reading any menu a dummy could click to get it. S o when the engineers finished their products, they were so excited, something good and I said, “ no no no, let me try it. I f I can not use it, just throw it into the rubbish. ” B ecause 80% people cannot use it. T hat makes our site very popular. A nd that is the innovation of the colleagues , of the people. S o I’ m not knowing the technology, we hire the best technicians. W e do not know the finance, but we have the best. W e respect, we work and we really make our business grow. A nd the third thing I believe is the share holders is No 3. we should respect the share holders. L isten to them, but you have to do it in your own way. R emember when we come to IPO(initial public offering) in New York, in London, all the people said, “ Jack, give us your shares. W e are your long-term share holders. B ut when the market crashed, they are the first people who run away. A nd most of them are not share holders, we found most people, they are the share stockers, you know. T hey changed very fast. S o we think that we should listen to them, but we should do it in our own ways. T hat for ten years we focus on that, always believe customers No.1, employees No. 2 and share holders No. 3 and that is. T he third thing people say: in China doing business it ’ s very important, “ 关系 ” government relationships. That’ s too complicated. I mean I don ’ t bother that most stupid companies focused on the government relationships. A nd government relationship, is that important? Y es, I think the best thing to do with the government relationship is to be in love with them, never marry them. N ever ever do business with them, but respect them for everything you know. T en years, we have been working with the government and tell them what is Alibaba.com, what is e-commerce and what is the Internet. B ecause it ’ s so new to any government. I f you try to convince them, not doing anything. T hey w anna come to say, “ Jack, we will give you a lot of money. Please do this project for us. ” A nd I said, “ No, I can introduce my friends to do the business for you but not me, not us. ” T hat we focus on customers. A nd in China, I think doing business is a lot of fun. C ompetition is the great fun part of the business. W e compete with ebay, we compete with China telecom 15 years ago. L ater we compete here and there. C ompete is not for compete, compete is the fun part of the business. A nd we never scare of competition and if Google comes to China, we compete but we will respect. S o the whole business today we think China has huge potential on e-commerce. E -commerce in the States, I believe, is a dessert, but in China it becomes the main course. B ecause the infrastructure of doing business is so bad. S o internet e-commerce becomes infrastructure of doing business. J ust like 10 to 15 years ago, China ’ s infrastructure of Telecommunication was so bad and the mobile phone suddenly took off. S o today we are facing the same opportunities. S o what people say, “ Jack, what is your business model for Alibaba group? ” fortunately, we have the business model for B to B that is membership fee. W e do not charge transaction fees. W hy not transaction fees? B ecause membership fee every SMEs understand. Y ou tried to make sure your customers understand what do you do, what value you created when you talked about transaction. T he PE for Alibaba would grow but the customers would never understand. W e want our customers to understand.
标签: 马云
