Business Magnate Ma Yun Did Not Avoid These 10 Fatal Mistakes.

1. good fortune and great success, move to Shanghai and return to defeat.

Time: the reason for 1999: blind pursuit of high and high end: the company headquarters has been relocated to Hangzhou and has never left 1999. Ali has just started, and the staff office is Ma Yun's 150 square meter family.

After obtaining the financing, Ma Yun began to float in the air, moved the company headquarters to the United States, and the domestic headquarters moved to Shanghai. He immediately found that he was not acclimatized and moved back to Hangzhou again.

Financial commentator Wu Xiaobo said this is the first mistake Mr Ma made.

After analysis, most of Shanghai's cities are large state-owned enterprises and foreign-funded enterprises, while most of them are small and medium-sized enterprises.

Hangzhou has a large number of manufacturing foreign trade enterprises. They have real demand for electricity providers.

Comments: Ma Yun also made a blind pursuit of "tall and tall" problems when he was young, away from his users and "God".

This is especially worthy of other founders' vigilance.

It is understood that for a long time, Zhejiang has been the highest income province of Ali, which was later surpassed by Guangdong.

2. excessive expansion and high operating costs.

Time: 2001-2003 years reasons: financial strength leads to runaway results: the company started a huge layoff and wage reduction at the beginning of 1999, and Ali achieved a net profit of 2 million 870 thousand yuan.

Subsequently, they gained 5 million or 20 million dollars of investment from Goldman Sachs and Softbank respectively.

The strengthening of financial resources has disrupted Ma Yun's original rhythm, and Ali has been thrown into chaos after getting the money.

In 2000, Alibaba was expanding abroad and operating costs remained high.

In China, Hongkong, the United States, Europe and South Korea, there is a lot of marketing and advertising costs. The monthly cost is astronomical and there is no income.

In January 2001, Ali's bank account balance was less than $10 million.

Soon, Ali convened the "Zunyi conference" in history.

At that time, the chief operating officer was Guan Mingsheng, who was airborne from GE. He cut the US team from 40 to 3 in one day, and shut down offices in Hongkong, Beijing and Shanghai one after another.

The rest of the staff halved the salary but doubled the option.

Three months later, Ali's monthly operating cost reduced from $2 million to 500 thousand, and it passed the dangerous period.

3. blindly believe that airborne troops are "collective killed".

Time: 2001 reason: too young ending: airborne troops were killed in great numbers. 18 Rohan 7 were still in 1999, Ali 18 Luo Han gave up Beijing high salary, followed Ma Yun back to Hangzhou to start an undertaking.

Two years later, in a speech, Ma Yun told them not to think of relying on higher vocational education. "You can only be a company commander and platoon leader, and cadres above the regimental level can be distinguished."

Large scale introduction of professional managers.

After the conclusion, Ma admitted that he had made a mistake.

Over the past 15 years, the list of 28 partners has been listed in the United States, and 7 "Lohan" still remain in Ali, such as Peng Lei, Dai Shan, Xie Shihuang and Wu Yongming.

The rest of the 11 left most positions.

Instead, the "paratroopers" who were invited at that time were "killed in groups" long ago.

Ma Yun saw the group of "woodlouse" and looked down on himself.

A public speech, Ma Yun said, unexpectedly, ten years later, we become today's appearance.

Comment: when a high growth firms brings in professional managers, what role does the manager play in the entrepreneurial team? How to play a good role is really a difficult problem. Ma Yun has also suffered losses, but he has also harvested such entrepreneurial entrepreneurs as Zeng Ming.

4. killed YAHOO China Insurance losing control of Ali

Time: 2005: why Yang Zhiyuan, who had a very good personal relationship, came to the conclusion: YAHOO's share gradually redeemed from 2005, and YAHOO founder Yang Zhiyuan and Ma Yun met in a golf course in the United States. Ma Yun won the match and impressed Yang Zhiyuan deeply.

On the way back, Yang walked alongside the horse and said, "let's fix the deal."

At that time, Yang Zhiyuan wanted to make YAHOO China as strong as the YAHOO of the United States. Unfortunately, the situation in China could not be delayed.

From negotiations to signing agreements, it took only three months.

Alibaba acquired all of YAHOO's assets in China and received $1 billion from YAHOO, which acquired 39% stake in Ali.

Ma Yun was ambitious, and invited famous directors to shoot advertisements for YAHOO China. But YAHOO China later became neither like portal nor search engine. Ma Yun almost failed in YAHOO China, and lost a very high degree of strategic opportunity for search engine development.

This year, Ali is the search business as a whole packaged to UC, UC team as the core of the establishment of Shenma search.

In 2007, Ali Hongkong listed IPO documents revealed that from 2010 onwards, YAHOO will enhance the right to speak in the board of directors of Ali, holding shares will be higher than 35%, does not exclude the existence of Ma being expelled from the board of directors.

After all, the argument that Ma Yun's Alipay asset turned to Ali management was the same as the "YAHOO China acquisition" in the year.

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5. acquisition of word of mouth network integration failed O2O opportunities did not seize

Time: 2006 reasons: strategic errors, word-of-mouth and opponents gap: the blind sheep to make up prison, Ali strategic investment group 2004, Ali former staff Li Zhiguo fled, founded the word of mouth network.

In the past few years, the development was fast and the user exceeded 1 million.

Ali at that time just adjusted the structure and set up 2B and 2C business groups. Ma hoped to integrate the word of mouth network and expand the power of 2C.

In 2006, Ma Yun found Li Zhiguo and asked, "do you want to get word of mouth listed on its own, or return to Ali to do something about 2C?" Li Zhi Guo did not hesitate to choose the latter.

In those days, Ali invested $6 million in strategic investment word-of-mouth network.

Two years later, the word of mouth network was wholly acquired by Ali.

In the following years, the word of mouth network was once the biggest competitor of public comment.

In 2009, Ali upgraded the "big Taobao" strategy and the word of mouth network was incorporated into Taobao.

It was thought that Taobao could import enough traffic to word of mouth, but in fact it was not.

The gap between the word of mouth network and the public comment and the US group that emerged later is getting bigger and bigger.

In 2011, Ali, with a price of $50 million, shares a reputation as a rival, the United States group.

This marks the marginalization of the word-of-mouth network in Ali's strategy.

Later, an insider regretted the deal. "If it was done at that time, it could save hundreds of millions of dollars now."

Comments: the failure of the word of mouth network integration, the biggest sequel is to let Ali lose the strategic opportunity of O2O development, make the public comment bigger, and now become an important pillar for Tencent to snatch O2O.

If the word of mouth network can be evenly matched with the public comment, Ali now has a lot of calm in the layout of O2O.

6. investment starburst failure, loss of logistics development strategy opportunity period

Time: 2009 reasons: the concept of cloud logistics is burning fiercely. The outcome is: Xing Xing suddenly went bankrupt. The logistics strategy of Ali was slow for several years. The logistics enterprises starved for convenience in 2009. After a year, they were invested by 50 million yuan and 20 million yuan respectively.

At that time, Jingdong was relatively small in size, and Ali had the opportunity to catch up with Jingdong on self built logistics + self run B2C, but unfortunately, Ali only did Tmall's growth.

Ali put the practice of "cloud logistics" to the stars, and put the technology of "cloud logistics" to Ma's personal shareholding Zhejiang Baishi logistics.

In 2011, Xing Chen rushed to buy Xin Fei Hong, but the integration was not smooth. In less than four months, the two sides broke up and suffered great losses.

In addition, the star industry was joined by the system. In 2012, the chaos brought about by the system broke into an unprecedented crisis and some executives lost contact.

According to a text message circulated by the Internet, the morning star suddenly used up 70 million yuan of Ali, and lost 50 million yuan, and the external liabilities were 16 million yuan.

In March of 2012, the morning rush stopped.

In May of that year, founder Chen Ping planned to raise one hundred million yuan for B financing and was rejected by the board of directors of Ali.

Since then, there has been no hope of a comeback. Ali has invested 70 million yuan in investment.

Comment: the failure of star emergency has a far-reaching impact on Ali. Alibaba's self built logistics strategy has been slow for several years, providing a strategic opportunity for Jingdong to rely on self built logistics and distribution.

7. Taobao mall service charges rose too much, leading to online riots.

Time: 2011 reasons: dissatisfaction with the cost of a substantial increase in the outcome: re adjust the new regulations, postponed the implementation period 2011 October, the Taobao Mall (now renamed Tmall) issued a new regulation to enhance the annual fee of technical services, from the previous 6000 yuan to 30 thousand, 6 million, or 5 times to 10 times.

Meanwhile, the guarantee of breach of contract for merchants has also increased from 10 thousand yuan to 50 thousand yuan, 100 thousand yuan and 150 thousand yuan respectively.

The move triggered some discontent among small and medium-sized businesses, who attacked Tmall's big sellers through malicious purchases, such as buying and paying first, then giving low ratings, and then applying for a refund.

In response to this, Ma Yun responded strongly to micro-blog, though he deviated from the rule, he would still act arbitrarily.

It has also publicly stated that "it has been reported to the police".

But the confrontation is not long.

In October 17, 2011, Taobao mall will adjust the new regulation.

In the plan, the implementation of the new rules will be postponed. In addition, Ali also invested 1 billion 800 million yuan to help Taobao store sellers grow.

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Comment: this event is the impact of Ma Yun's "let the world do not do business" values. In the increasingly large Ali platform, when Ali needs to earn revenue, when more and more tyrants are making huge investments in Ali, it is hard for small and medium-sized sellers to return to the good days of Taobao's barbaric period, and business is really becoming more and more difficult.

8. Alipay's "single flying" Ma Yun contract door image fell down the altar.

Time: 2010 reason: in order to get the third party to pay the license result: Alipay is turning from foreign capital to domestic capital, Alipay is preparing to apply for a licence.

In those days, the central bank issued a new text to implement the license system for the third party payment enterprises.

There is a problem in the middle. Before June 2009, Alipay was a 100% foreign holding enterprise.

Ma Yun's idea is that if you turn Alipay into domestic capital, it will be a lot easier to get a license.

Alipay is a domestic company - Alibaba in Zhejiang, Ma Yun pferred 70% stake to Alipay to become a joint venture company.

In 2010, Ma also set up a "licensing team", so that when Alipay CEO Peng Lei commander in chief, to study how to get the license.

In August of that year, Alipay turned the remaining 30% into domestic capital.

The two pfer of shares is understood by the outside world as "Alipay solo".

Eventually, Ma got his wish. In May 2011, Alipay received a licence, but it had a negative impact on Ma's reputation.

At that time, several shareholders of Alipay, YAHOO Yang Zhiyuan and Softbank Sun Zhengyi did not approve of the act, which meant they would lose control of Alipay.

After a period of stalemate, Ma Yun still took the lead in the world and insisted on taking the license first.

Comment: emotionally, many entrepreneurs must support Ma turning Alipay into domestic capital control, but from the spirit of commercial contract, Ma Yun should first abide by the contract.

This event marks the fall of Ma Yun from the shrine.

9. China supplier fraud

Sink into integrity crisis

Time: 2011 reasons: poor management results: executives resigned 2011, Ali B2B CEO Wei Zhe took the blame and resigned, the latter had been lobbying by Ma Yun for 6 years, and finally joined Ali.

Faced with this resignation, Ma chose approval.

What is this? Why did he find that the Chinese supplier contracted fraud in the B2B company?

After one month's investigation and evidence collection, 2009 or 1107 Chinese suppliers were suspected of fraud in 2010 and 2010 respectively.

Subsequently, all 2326 suppliers were closed down and submitted to the judiciary for investigation.

In those days, Ma Yun was informed by his insider that CCTV's "315" party theme contained Taobao fake, and Ma Yun immediately carried out self-examination, and took out $1 million 700 thousand to compensate 2249 victims.

In February of this year, Ma Yunfa mailed the scandal to expose all the incidents.

The above events have been managed by Ma Yun, but the pain has been restored, and some of the company's image has been recovered.

10. push, "failed to reach the target, sniper WeChat failed"

Time: 2013 reasons: blindly follow the wind, executives split the outcome: go out of favor, Ali and Ali to find another way to deal with and suppress the WeChat of the ascendant. In September 2013, Alibaba pushed the social APP "dealings". Ma Yun was confident that he would burn the Antarctic and hit the Penguin's home.

In October 2013, the growth of users was about 1 million.

Ma Yun personally mobilized to give employees hard targets, if we can pull 100 external users, we will reward red packets.

A few months later, Ali's enthusiasm was greatly reduced.

At the end of last year, the 4.3 version went online, and was thought to no longer face up to WeChat and turn from IM tools to social networking.

In March 2014, Ali injected Tango into the chat class in the US (similar to WeChat).

Thus it can be seen,

It has been soberly realized that Ali, who has no social genes, can not get out of IM by himself.

In fact, Ma Yun is determined to buy the street when he is doing things.

Of course, many founders will think that they are better than other startup companies, but the truth is that they often slap those strong people in the face.