Strategic Growth Recommendation for Alibaba.com Strategic Management 2009.04.07 Recommendations allow in re range through vertical integration along the value chain Seize technology trend and M-commerce opportunity phase out in emerging market through coalescence 1 Contents 1 2 3 puzzle Statement Option Evaluation Recommendation & Implementation 2 Alibaba fall upon revenue drivers: mainland China-based merchandiseation SMEs Sellers Typically SMEs Ten to a some thousand employees 5,000+ product categories in 30+ industries Buyers across more(prenominal) than 200 countries Companies of all sizes Diverse end markets International nutrient market International securities pains 4.4 million registered users (1) 4.4 million registered users (1) China Marketplace China Marketplace 23.2 million registered users (1) 23.2 million registered users (1) SME’s in China: 58% of gross domestic product, 68% of import and export volume come: iResearch 3 Favorable Macro-environment is changing and move value stream to risk The sub-prime crisis whitethorn worsen to disparage the world economy especially transnational trade which constructs the phone line base of Alibaba. GDP & Growth rate of China, 2001-2006 China’s GDP keeps high-speed growth, but in that respect exists uncertainty, especially of slowdown or downturn which may restrain cast out influence on the business outlook of Alibaba. 50.0% 40.0% 30.
0% 20.0% 10.0% 0.0% 2001 2002 2003 2004 2005 2006 25,000 20,000 15,000 10,000 5,000 0 12.0% 10.0% 8.0% 6.0% 4 .0% 2.0% 0.0% export/GDP & exportation G! rowth, 2001-2006 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 2001 2002 2003 2004 2005 2006 China GDP GDP Growth Rate Export/GDP Ratio Export Growth Rate As the labor damage in China keeps fast growing, some labor-intensive industry may gradually transfer capacity out of China. It may terror the base of Alibaba’s business in the around future. 850 RMB money ratio decreased dramatically in 2007...If you expect to arse around a full essay, order it on our website:
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