Ali Ecosystem Behind $230 Billion

After a long and complicated battle, Ma Yun, the founder of Alibaba, finally took Alibaba to the stage of the NYSE.

The capital market has given Ma Yun unlimited trust, whether it is a 3 minute influx of $20 billion subscription application, or after 10 polling price, the longest inquiry time in NYSE history, 143 minutes later, opened at a high price above 36.3% of the issue price. The market value of 230 billion US dollars shows that the capital market believes Alibaba will have a better performance in the future.

Such a company and a person have built a business ecosystem in the past 15 years.

Ma Yun and Alibaba changed the whole business ecosystem of China, attracting many participants into this ecosystem by "no hard business in the world", and gradually surviving according to the business order they set.

Who has made today's Alibaba? And how should we go from weak to strong, from inside to outside?

This is the largest IPO in the history of the United States. It is also the largest wave watch group in the history of NYSE.

In September 19th, at 6:30 in the morning, the doorway of the NYSE was crowded with all kinds of people. Ma Yun's "little buddy" Shi Yuzhu, Gu Yongqiang, Shen Guojun and Wang Zhongjun arrived at the scene.

At 7 local time, Ma Yun arrived at the scene with Cai Chongxin, Lu Zhaoxi, Ceng Ming, Zhang Yong, Wu Wei and Yao Yongren.

Ma Yun, wearing a black suit and blue shirt, waved to the crowd. After two hours, he witnessed his time to become the richest man in China.

This day, Ma Yun is 50 years old.

In the past 15 years, a business created by an English teacher developed into an ecosystem with 16 thousand employees and services for over 100 million people.

A group of ordinary people gathered together from 17 people to start doing something they thought could change the world.

IPO, for media and investors, it's a day of money.

But for Alibaba and Ma Yun, it is the beginning of another journey.

With "no hard business in the world", Ma attracted many participants to enter the business ecosystem he created, and gradually followed the business order he set to survive.

And from now on, how will this order go from inside to outside?

In 2003, 3 years after graduating from Zhejiang University of Finance and Economics, he went to the Alibaba. He did not think that Alibaba would have a day of listing.

In September of this year, Ni Xing Jun became one of the 3 new partners of Ali group.

Accounting information he entered the second half of 2000 into a network company in Hangzhou, the position is to help enterprises develop website programmers.

Fortunately, this company and Ali were working in Huaxing building. The company where Ni Jun was located was on the 10 floor, and Ali was on the 9 floor.

"When I was single, I lived close to the company, so I usually went to work or surf the Internet after work. Sometimes I left at 11 in the evening and found that the 9 floor of Ali was still brightly lit.

I looked at the lights and wondered if it was a kind of entrepreneurial passion and vitality, and that was the environment and culture I longed for.

Ni Hangjun told reporters in Nandu.

This is the initial impression of Ni Jun on Alibaba.

A year later, Ni Jun and his colleagues decided to go out to start their own business.

"At that time, we also received some small government orders, but later found it was too difficult to really run the company.

In the second year, several of us spent all our money.

In 2003, after changing another job, Ni Jun finally joined the Alibaba.

At that time, Taobao had just completed the closed development line, and it didn't take long for Ni Xing Jun to know what Taobao was doing.

In May 2003, Taobao set out to develop a secured paction system in order to solve the problem of paction security. This is Ni Hangjun's first job in Ali, a system developed by two people. At that time, Alibaba was only a thousand person level company.

At that time, Taobao was just on line to compete with eBay.

"At that time, Ma always called the entrepreneurs to come to a meeting. He said:" Taobao is only the first, not second, and second. We shut it. Everyone here is sorry. At that time, Alibaba did not have your position. "

He recalled that at that time I felt a lot of pressure, but I knew clearly that Ma always said that we had the determination to do well in this matter. We believe that this thing can be done. If we fail to make it, it must be that we do not work hard enough.

In September 2004, Ni Jun was called to the conference room.

"At that time, Lao Lu (Lu Zhaoxi) was there, and for the first time, I knew that the company was going to separate Alipay out and set up an independent payment company. The founding team was only about 10 people, and I was an engineer."

After that, Ni Jun Jun participated in the project of designing Alipay account system.

When Alipay was independent from Taobao in 2004, it did not have the concept of account. In order to isolate paction capital and user's own capital flow and ease the pressure of bank trading system, an account system was developed.

To this end, there is no double break, working until 12 o'clock every day. Ni Jun Jun insists on this kind of work until June 2005.

"For a product engineer, the greatest sense of achievement and honor is to see that the products developed by him are used by hundreds of millions of users.

This question you ask any engineer will be the answer.

For a product, this is also the biggest sense of existence.

Before the development was launched, a Taobao customer posted in the forum, saying "ice and snow naked, begging for Alipay's early launch".

"At that time, we felt the user's expectations of us and felt a sense of responsibility."

The mission of Alibaba is "let the world have no difficulty in doing business".

"To be honest, when I first entered Alibaba, I didn't really have a deep sense of this sentence.

This sentence is relatively abstract, I do not know what it is directly related to the work I do.

But when I saw that the functions or products that I developed were used by thousands of users, I knew that I began to slowly understand the phrase "let the world have no difficulty in doing business" and began to understand slowly what it means to solve social problems by using Internet means and enhance the efficiency of social operation. I found that the vision of the company is consistent with what I want to pursue.

Ni Hangjun carries

The idea came out of school, hoping to create a company of its own, so any company was a springboard for him at that time.

"But in the second years when I entered Alibaba, I gave up this idea, because I found Ali is an ideal company.

At last, I realized that I didn't want to create a company to be a boss by myself, but a culture and state of entrepreneurship, and pursue the environment of dreams. Everyone can work passionately. After my code, I can create value for the society.

The "dream and responsibility" of Ni Xing Jun's military is the values that Alibaba has always emphasized.

Later, this became the cornerstone of Alibaba partnership system.

Founded in 1999, Ali set up a set of cultural heritage mechanisms in his top management team, thus changing from the founder culture to the partner culture.

This is different from the general corporate governance.

Among them, the right of nomination of directors related to partner system has been controversial.

In the prospectus, Alibaba's interpretation of the partnership system is as follows: Alibaba partners will have the exclusive right to nominate the majority of board members, but the directors nominate candidates must be supported by the majority of votes at the annual shareholders' meeting before becoming a member of the board.

but

It is considered that "unlike the dual shareholding structure, focused companies's controlling power is in the hands of several founders with high voting rights. Our governance structure aims to embody the vision of a large group of partnership managers".

In order to maintain this, Ma finally decided to give up Hongkong and turn to IPO, which accepts the rights of A B-share.

Internet observer and 5G founder Hong Bo told reporters in Nandu that Ali's corporate culture has distinct characteristics, which is basically more important in spiritual strength, and of course, in the long run, material rewards are not bad.

"Through spiritual encouragement, let employees develop their potential and enhance their cohesiveness.

By establishing the mechanism with the so-called values and culture, finally formed a strong corporate culture called "Ali culture".

This is not only in the Internet industry in China, but also unique in the Chinese business community.

Jiang Fang, a member of the 17 member founding team, the current Vice President of Alibaba group and the director of the integrity department, told Nandu reporters that there are some systems to guarantee corporate culture. These systems and tools can be continuously refined, but the most important thing is people.

"To find a group of like-minded people," Zhi "is the meaning of doing something meaningful to society." Tao "is the idea of" achieving others ". I want to inherit these things, first of all, realize that people are very important.

She said that Ali's culture is integrated into business decisions. Why do we make Taobao Tmall, why we need to do double eleven, why do we do rookie logistics, why do we not do real estate, what problems we have solved to society, business decisions and culture are coming down from one continuous line.

"What to choose and what to give up represents our dream.

If we are just making a profit making company, why do we need to grow to over 20 thousand people, so that 300 people are better off? "

At the scene of IPO, Ma wore a T-shirt, which said, "dream is there. If it is realized," he said in the media, "14 years ago, I asked my wife," do you want me to be a rich person or a respected entrepreneur? "

"My wife chose the latter, so I always want to go in this direction, the richest person in China? The richest person in Hangzhou? I don't even want to be the richest person in our neighborhood!"

Ni Xing Jun, who read accounting information, received the first batch of options issued by Ali in 2005.

"At that time, Ma told us that when you go home, you will throw the stock at the bottom of the box and forget it.

I didn't think about how valuable these stocks would be in the future. No idea. When they got home, they would throw them at the bottom of the box, and then work as usual.

In his view, the current assessment of the success of Alibaba is often viewed from the perspective of wealth.

But in fact, he knew that if he worked for wealth only for so many years, Ali could not grow into a company like this. His products and services could not be trusted by hundreds of millions of people.

"My personal feeling is that compared with wealth, Alibaba people value products and services more.