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Research of Alibaba Group
- 37 страниц
- 2017 год
- 235 просмотров
- 1 покупка
Гарантия сервиса Автор24
Уникальность не ниже 50%
Фрагменты работ
Alibaba%e2%80%99s+group+has+become+the+largest+online+and+mobile+commerce+company+in+the+world+in+just+a+few+years+and+barely+anyone+expected+it+to+be+so+successful.+It+has+provided+numerous+business+opportunities+for+small+and+medium+enterprises+to+leverage+the+innovative+technology+to+compete+more+efficiently+domestically+and+globally.+This+study+does+not+attempt+to+describe+Alibaba+as+a+perfect+business%3b+rather+it+discuss+the+marketing+strategies%2c+promotion%2c+distribution+channels+and+some+important+lessons+that+were+carried+out+by+Jack+Ma+to+achieve+success+in+this+complex+world+of+online+trading.+In+this+research+work%2c+we+examine+a+few+key+factors+of+Alibaba%e2%80%99s+success+such+as+its+specific+marketing+strategies%2c+various+challenges%2c+its+strong+branding+image%2c+superior+customer+value+proposition%2c+better+shopping+experience%2c+huge+sales+volume+and+economies+of+scale.%0aOur++study+will+define+the+research+question+and+propose+the+research+objectives.+In+the+modern+technology+society%2c+the+e-commerce+innovations+have+enriched+the+business+development+opportunities+through+multi-access+networking.+Multi-access+networks+or+channels+are+promising+due+to+the+benefits+of+high+geographically+mobility%2c+qualified+services%2c+enlarged+capacity%2c+etc.+%5bJohansson%3bKlas+%3b+%26+Furuskar%2c+2005%5d.%0aNowadays%2c+the+e-commerce+is+prosperous+in+China%2c+which+mostly+observed+as+online+mobile+applications.+There+is+a+hot+trend+of+booming+online+to+offline+(O2O)+e-commerce+in+China+with+better+profit+gains%2c+increased+market+share+and+more+opportunities.+The+O2O+business+dynamics+usually+involve+online+platform+that+combines+offline+digital+business+opportunities+with+offline+products%2fservices+together+through+internet-connected+devices.+The+customers+are+directed+to+offline+products%2fservices+by+online+information+including+e-coupons%2c+store+locators+or+QR+codes+presented+on+e-shops+(Solution+O2O+Commerce%2c+2015).+The+customers+acquire+the+products%2fservices+information+through+QR+code+scanning+from+the+offline+physical+stores+and+paying+on-the-spot+or+later+stage+via+mobile+payment+system.+This+marketing+strategic+operational+approach+enlarged+the+benefits+for+its+stakeholders+through+third+party+online+payment+market.%0a
%09Introduction%0a1%09Business+model%0a1.2%09STOF+model%0a2.%09Service+domain+and+design%0a2.1%09Technology+domain+and+design%0a2.2.%09Organization+domain+and+design%0a2.3%09Finance+domain+and+design%0a2.4%09Multi-sided+platform+theory%0a2.4.1%09Network+effect+and+user+sensitivity%0a2.4.2%09Winner-take-all+dynamics+and+Multi-homing+costs%0a2.4.3%09Envelopment+threat+and+bundling+benefits%0a3.++++Chinese+e-commerce+analysis+with+case+studies%0a3.1%09Alibaba%e2%80%99s+Alipay+case+study%0a3.1.1%09+Alibaba+STOF+model+analysis%0a3.2.2%09Organization+domain%0a3.2.3%09Alibaba+and+Alipay+as+multi-side+platforms%0aConclusions%0aBibliography%0a
This+research+study+focuses+on+the+booming+online+to+offline+business+dynamics+in+Chinese+market.+The+O2O+is+one+type+of+e-commerce+expressions%2c+which+has+is+different+than+what+the+B2C+and+C2C.+The+O2O+business+dynamics+is+more+service-oriented+and+start+from+the+online+serving.+It+is+one+type+of+marketing+strategic+operational+approaches+to+reach+the+target+group+more+effectively.+However%2c+this+specific+business+dynamics+lack+of+detailed+analysis+on+the+business+model+and+service+process.+Thus%2c+this+study+focuses+on+revealing+the+O2O+and+Chinese+e-commerce+market+with+a+case+study.+This+study+aims+to+provide+a+holistic+overview+of+Chinese+e-commerce+industry+and+detailed+analysis+on+business+model+canvas%2c+service+process+analysis+and+network+effect.+Under+each+section%2c+the+case+study+will+give+a+more+empirical+and+concrete+view+to+present+the+condition+of+Chinese+market.%0aAfter+synergize+different+literature+researches%2c+the+theoretical+framework+have+been+established+for+further+empirical+studies.+This+research+study+evaluate+the+O2O+business+from+three+perspectives%3a+STOF+business+model%2c+SPA+matrix+evaluation+and+Multi-sided+network.+By+collecting+numeric+indicating+figures+and+qualitative+textual+information%2c+the+research+findings+are+developed+along+with+these+empirical+data+support.+The+empirical+cases%2c+Alibaba+and+Alipay%2c+are+chosen+to+evaluate+the+business+performances+This+study+has+three+specific+findings+from+STOF+business+model%2c+SPA+matrix+analysis+and+Multi-side+network.+The+STOF+business+model+stands+for+the+service%2c+technology%2c+operation+and+finance+domain.+It+illustrates+the+components+for+each+domain+and+the+critical+design+issues+(CDIs)+to+avoid+failure.+Alibaba%e2%80%99s+main+services+are+their+marketplaces.+Thus%2c+the+service+is+to+deliver+the+value+service+or+product+to+the+end+customer+via+the+platform+promotion.+The+core+of+the+business+is+to+ensure+the+customer+to+receive+value+product+or+services.+The+CDIs+for+service+domain+analysis+shows+that+Alibaba+focuses+on+increase+the+brand+power+with+better+performances+for+their+stakeholders.+
1.%09http%3a%2f%2frule.alibaba.com%2frule%2fdetail%2f2034.htm+Alibaba.+(2016).+Alibaba+Security+Response+Center+(ASRC).+Retrieved+from+Alibaba+Group%3a+https%3a%2f%2fsecurity.alibaba.com%2f%3fspm%3d0.0.0.0.qGVOVP%0a2.%09Alibaba.%09(2016).%09Corporate%09governance.%09Retrieved%09from%09Alibaba%09group%3a+http%3a%2f%2fwww.alibabagroup.com%2fen%2fir%2fgovernance_9%0a3.%09Alibaba.%09(2016).%09Culture%09and+values.%09Retrieved%09from%09Alibaba%09Group%3a+http%3a%2f%2fwww.alibabagroup.com%2fen%2fabout%2fculture%0a4.%09Alibaba.%09(2016).%09Financials%09and+metrics.%09Retrieved%09from%09Alibaba%09Group%3a+http%3a%2f%2fwww.alibabagroup.com%2fen%2fir%2ffinancial%0a5.%09Alibaba.%09(2016).%09History+and+milestones.%09Retrieved%09from%09Alibaba%09Group%3a+http%3a%2f%2fwww.alibabagroup.com%2fen%2fabout%2fhistory%3fyear%3d2010%0a6.%09Alibaba.+(2016).+Our%09businesses.%09Retrieved+from+Alibaba+Group%3a%0a7.%09http%3a%2f%2fwww.alibabagroup.com%2fen%2fabout%2fbusinesses%0a8.%09Alipay.+(2016).+Life+support%09features.%09Retrieved+from+Alipay%3a%0a9.%09https%3a%2f%2fappstore.alipay.com%2fcontainer%2fweb%2findex.htm%0a10.%09Alipay.+(2016).+Transaction+service+fee+policies%09Retrieved%09from%0a11.%09Alipay%3a+Aliyun.+(2016).%09AliCloud.%09Retrieved+from+O2O+solution%3a%0a12.%09https%3a%2f%2fintl.aliyun.com%2fsolutions%2fO2O%3fspm%3da3c0i.6010000.66003.18.3JeILB%0a13.%09Allee%2c+V.+(2000).+Reconfiguring+the+value+network.+Journal+of+Business+strategy+21.4%2c+36-39.%0a14.%09Baldwin%2c+C.+Y.+(2008).+The+architecture+of+platforms%3a+a+unified+view.+Harvard+Business+School+Finance+Working+Paper%2c+09-034.%0a15.%09Barney%2c+J.+(1991).+Firm+resources+and+sustained+competitive+advantage.+Journal+of+management+17.1%2c+99-120.%0a16.%09Bischoff%2c+P.+(2014%2c+Dec+23).+Jack+Ma%e2%80%99s+shopping+spree%3a+Here%e2%80%99s+everything+Alibaba+invested+in+or+acquired+in+2014.+Retrieved+from+TechinAsia%3a+https%3a%2f%2fwww.techinasia.com%2falibaba-investments-2014%0a17.%09Bouwman%2c+H.%2c+Faber%2c+E.%2c+Haaker%2c+T.+K.%2c+%26+De+Reuver%2c+M.+(2008).+Mobile+service+innovation+and+business+models.+Springer+Berlin+Heidelberg.%0a18.%09Carsten%2c+P.+(2015%2c+Feb+3).+China%27s+internet+population+hits+649+million%2c+86+percent+on+phones.+Retrieved+%0a
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