Politics Alibabas World Pdf


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Most of all, “Alibaba's World” is about businessmen who are still failing to realize that what's happening in China happens in the U.S. as well;. Why is Alibaba Important? • If the company lists $20 billion of stock, the Company could become the largest technology Initial Public Offering (IPO) globally ever.¹. The Face Of Global Business By Porter Erisman pdf download. pdf. Alibaba's World: How A Remarkable Chinese Company Is Changing The.

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To download Alibaba's World: How a Remarkable Chinese Company is Changing the Face of Global Business (Main Market Ed.) Alibaba's World: How a . Buy Alibaba's World: How a Remarkable Chinese Company is World How A Remarkable Chinese Company Is Changing The Face Of Global Business Pdf. Alibaba Group's mission is to make it easy to do business anywhere. business of Alibaba Group, one of the world's largest e-commerce companies, Aliyun.

My bulk package came after only 6 days!!

I was so shocked! Wayyy better than AliExpress they lie about shipping dates. Alibaba needs more shipping options to the U. I looked at 10 different companies.

At first I was about to give up completely because none of the companies seemed to understand English well enough to understand my product requirements and what I was looking for. Most of the companies had no option available to them to do the logistics themselves or to have a 3rd party company do it for them.

Alibaba has some great product options, but Please improve the shipping options available so you can increase your sales to the United States. Navigating the websites can be challenging for a new comers. Against this backdrop, Alibaba has problematized globalization differently. Jack Ma concurs with much of the criticism of the exclusive nature of the prevailing social logics of globalization, which so far has worked mainly for a few thousand transnational corporations that benefit from container-based trade UNCTAD, However, Jack Ma states, The problem faced by globalisation today is not caused by globalisation itself.

Our responsibility today is not to reverse globalisation but to improve it Ma, Accordingly, Jack Ma proposes to advance a new wave of corporate-led globaliza- tion to empower millions of SMEs to operate globally. Nonetheless, the question remains: how will such inclusive and digitally-mediated globalization be fulfilled? Based on the results of the PDT analysis, Table 1 synthesizes the main features of the eWTP, which I detail in this section, together with its first project in Malaysia.

Alibaba joins hands with Yiwu to build a trading platform for SMEs

What is the eWTP? How should such an initiative be implemented? Is the eWTP a sort of new global trade governance mechanism? The name chosen for the initiative might suggest so. Reinforcing these positions, Jack Ma states frequently that there is no need to regulate e-commerce; instead, the more governments are kept from introducing regulations, the better for entrepreneurs to innovate Ma, Despite taking such a critical position on states, the rise and expansion of the eWTP cannot be separated from the Chinese state-led project, the BRI, and specif- ically its digital Silk Road.

By emulating the BRI, the eWTP also claims to foster a more inclusive2 form of globalization, which clearly contests the prevailing social logics. The eWTP intends to achieve such an objective through the benefits of e-com- merce, particularly for three types of social identities: SMEs, young people, and women. The inclusion of young people and women in the discourse coalition seems to target two groups particularly damaged by neoliberal globalization.

The drawing of political bounda- ries that include these three social identities consists of a logic of equivalence that links those disparate demands into one, which electronic commerce and digital entrepreneurship—of course, provided by Alibaba—can address.

The engaging part derives from Jack Ma, who, despite his humble origins, several rejections by leading USA universities and firms, and a lack of sophisticated technological knowledge, was still able to found and lead one of the most successful Chinese companies in history. As regards the country level, the narrative that Alibaba repeats is that 20 years ago, nobody 8 Maximiliano Facundo Vila Seoane believed that e-commerce would work in China, because there was no internet, no trust, no logistics, etc.

Accordingly, the nar- rative suggests that it does not matter how poor a country might be as long as its entrepreneurs persist, in which case success will not be that far behind.

These inspirational sides of the fantasmatic logic resonate very well in less developed countries, where entrepreneurs face similarly hard—and very often worse—condi- tions than the ones China experienced decades ago—something to which entrepre- neurs in the US can hardly relate.

Malaysia How will the eWTP operate in practice? The new wave of corporate-led globaliza- tion from which the eWTP hails originated in with its first hub in the Hangzhou municipality where the company is headquartered. During the inauguration speech, Jack Ma stated that their aim was to digitalize local partners, support SMEs and young people, and empower them to internationalize their businesses MY DEC, a.

His speech also reveals the counter-hegemonic intentions of the eWTP; for instance, he stated, The difference between our model and the American or traditional model is that we come here looking for partners, we come here to enable partners, we want partners to be local king here, as we know only when partners succeed we can be successful, we come here to work with Malaysian young people MY DEC a.

Thus, according to ex-PM Razak, the DFTZ would contribute to e-commerce growth by facilitating billions of traded goods and by creating 60, jobs. The DFTZ brings together different government-related state organizations in Malaysia with Alibaba business units; for instance, the operational pilot phase is Chinese Journal of Communication 9 based on an arrangement between the Malaysian postal delivery service Pos Malaysia with the Lazada Group, an Alibaba-controlled e-commerce firm operat- ing in the country.

In , the plan is to scale up the project by establishing a regional e-commerce e-fulfilment hub, i. This information goes to the Malaysia pavilion, a sub-portal where interested Chinese customers can acquire Malaysian products.

At the heart of this system lies the platform that digitizes the whole process and, according to the authorities, has cut end-to-end cargo clearance from six hours to three hours, significantly reducing trade time. This means that the DFTZ is advancing a liberal model with almost no tariffs and shaping the export and import process to reduce any type of barrier as much as possible. Thus, the Malaysian e-Hub could be read as a new type of public-private and transnational partnership for digital trade.

Therefore, from a critical vantage point, joining the eWTP, and more broadly the digital Silk Road, can also mean a new sort of developing state dependence on the emerging China-centered transnational digital infrastructure. It is reasonable, therefore, to believe that this might still be the case with the DFTZ.

After promising during the campaign to review most Malaysian-Chinese projects, Tun Mahatir, who defeated ex-PM Razak, decided to leave in place the association between Malaysia and Alibaba, thereby confirming the strategic importance of the project. The initiative aims to reduce tariffs and non-tariff barriers to the minimum so that the trade of goods and services can be expedited across borders. Furthermore, Ma ardently supports free trade in all of his recent speeches by conflating all that is good with it, which explains his attacks on attempts by states to regulate e-commerce and internet platforms.

These types of associations are obviously not new, and in effect they are similar to the political arguments for capitalism, prior to its success. In an influential essay, Hirschman reminded us that it was usual to argue for trade because of its potential for taming the worst human passions and for increasing interdependence among countries, which would inevitably lead to peace.

Stiglitz, Secondly, the eWTP promises to advance the BRI; nonetheless, the features of its discourse, together with the complex relations between state and business in China, foretell certain unavoidable frictions. For example, the eWTP pretends to be global and corporate-led, a statement in tune with the neoliberal ideology of limited government interventions and a preference for practical businessmen that transnational capital prefers.

Given that it is common knowledge that private firms in China cannot avoid cultivating good relations with the government and its multiple agencies in order to flourish, it is reasonable to expect the disbelief of the average Western reader when poring over the statement that the eWTP will be an entirely corpor- ate-led project.

Conversely, many would believe that it is a proxy for the Chinese government to exert global influence. Although such partnerships are not unique to China Chinese Journal of Communication 11 and its specific state-society relations for example, the US global surveillance pro- grams exposed by Edward Snowden , they do expose an obvious contradiction within the eWTP discourse.

The political logic employs a logic of equivalence that targets a number of social identities i. SMEs, young people, and women , whose struggles are bounded together to advance a business-led initiative, thus sidelining inefficient public offi- cials or international organizations such as the WTO.

Although it may be true that in some situations businesspeople make decisions faster for the sake of generating more profit, privileging such actors over others is highly problematic since it would inevitably accentuate the balance of power even more toward the private and transnational sector, rather than to open, democratic decision procedures.

Alibaba, nonetheless, seems unconcerned about this scenario. Likewise, the eWTP neglects other social identities that have suffered equally from neoliberal globalization, such as ethnic minorities, indigenous communities, the LGBT community, and older people, to name a few.

Realistically, most will not since it is very hard—if not impossible —to separate the story of the individual and his firm from the economic success of China, led by the Communist Party under the propitious conditions of the global economy, something that is hard to emulate by other countries and their entrepreneurs. Fourthly, it is not clear who will reap the most benefits from the eWTP and its e-Hubs.

However, the same article observes that deeper levels of internationalization with China require hiring local personnel to attain a fine-grained knowledge of the local market. Furthermore, it might be true that foreign consumers and SMEs could benefit from the internationalization of low-cost Chinese SMEs through the eWTP and the BRI Shen, , but by building the electronic platforms for such growth, it seems reasonable to expect that Chinese exporting firms will overshadow competitors from foreign countries.

The astonishingly low prices of products is a feature that attracts foreign buyers to Chinese digital portals, but this also means that SMEs producing similar 12 Maximiliano Facundo Vila Seoane products in foreign countries will face tough competition from Chinese SMEs, and they could possibly be pushed out of business.

Fifthly, is Alibaba opening doors to other SMEs to share its wealth, or is it getting richer, in the same way as the fictional Ali Baba, by extracting treasures from others? This is of the utmost importance to the company, espe- cially if we take into account that US firms e. Amazon, Microsoft, and Google mainly control the cloud infrastructure market. The eWTP understands that to date globalization has been inherently unfair in that it has only benefitted a few transnational corpora- tions, mainly from the US, as a result of trading goods through containers and services.

Instead of following the path of protectionist policies, the eWTP proposes an inclusive vision of globalization that includes actors that were left behind in previous waves, such as SMEs, young people, and women. These actors are at the center of the discourse coalition that the political practice of the eWTP proposes: a digitally and Alibaba-enabled global digital trade infrastructure based on e- Hubs.

In this sense, the eWTP is a significant case that illustrates the challenge that Chinese internet firms are making to a US-centered internet govern- ance model. Chinese Journal of Communication 13 Despite the prevalence of significant business opportunities for countries less digitalized than China in joining the eWTP, this discourse is not without contra- dictions. First, given its defense of free trade and reduced state regulation, it remains a neoliberal proposal for globalization, neglecting much of the global dis- content pushing against such a process.

Secondly, the eWTP clearly builds on the BRI, although the pretension to become a privately-led initiative will possibly col- lide with the Chinese state-centric internet governance model. Thirdly, it is true that the eWTP has used a logic of equivalence between SMEs, young people, and women as social identities to help with its globalization project, and yet these three categories naturally exclude others.

Fourthly, those who might benefit the most from the eWTP are not entirely clear at this juncture. Finally, this article argues that the key resource that Alibaba is extracting from partner countries is data, which might enmesh them in a new type of digital dependence. We linked buyers and sellers of goods. As technology advanced, more business functions moved online—including established ones, such as advertising, marketing, logistics, and finance, and emerging ones, such as affiliate marketing, product recommenders, and social media influencers.

Alibaba today is not just an online commerce company. It is what you get if you take all functions associated with retail and coordinate them online into a sprawling, data-driven network of sellers, marketers, service providers, logistics companies, and manufacturers. In other words, Alibaba does what Amazon, eBay, PayPal, Google, FedEx, wholesalers, and a good portion of manufacturers do in the United States, with a healthy helping of financial services for garnish.

Why has so much value and market power emerged so quickly? Because of new capabilities in network coordination and data intelligence that all these companies put to use. The ecosystems they steward are vastly more economically efficient and customer-centric than traditional industries. These firms follow an approach I call smart business, and I believe it represents the dominant business logic of the future.

Smart business emerges when all players involved in achieving a common business goal—retailing, for example, or ride sharing—are coordinated in an online network and use machine-learning technology to efficiently leverage data in real time.

About Porter Erisman

This tech-enabled model, in which most operational decisions are made by machines, allows companies to adapt dynamically and rapidly to changing market conditions and customer preferences, gaining tremendous competitive advantage over traditional businesses. Ample computing power and digital data are the fuel for machine learning, of course. The more data and the more iterations the algorithmic engine goes through, the better its output gets.

Data scientists come up with probabilistic prediction models for specific actions, and then the algorithm churns through loads of data to produce better decisions in real time with every iteration.

Alibaba’s World Summary

These prediction models become the basis for most business decisions. Thus machine learning is more than a technological innovation; it will transform the way business is conducted as human decision making is increasingly replaced by algorithmic output.

Ant Microloans provides a striking example of what this future will look like. When Alibaba launched Ant, in , the typical loan given by large banks in China was in the millions of dollars.

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Banks were reluctant to service companies that lacked any kind of credit history or even adequate documentation of their business activities. As a consequence, tens of millions of businesses in China were having real difficulties securing the money necessary to grow their operations.

At Alibaba, we realized we had the ingredient for creating a high-functioning, scalable, and profitable SME lending business: In , we bundled this lending operation together with Alipay, our very successful payments business, to create Ant Financial Services. We gave the new venture that name to capture the idea that we were empowering all the little but industrious, antlike companies.

How is this possible? When faced with potential borrowers, lending institutions need answer only three basic questions: Should we lend to them, how much should we lend, and at what interest rate?

Once sellers on our platforms gave us authorization to analyze their data, we were well positioned to answer those questions. Our algorithms can look at transaction data to assess how well a business is doing, how competitive its offerings are in the market, whether its partners have high credit ratings, and so on.

Ant uses that data to compare good borrowers those who repay on time with bad ones those who do not to isolate traits common in both groups. Those traits are then used to calculate credit scores. All lending institutions do this in some fashion, of course, but at Ant the analysis is done automatically on all borrowers and on all their behavioral data in real time.

At the same time, the algorithms that calculate the scores are themselves evolving in real time, improving the quality of decision making with each iteration. The algorithms might, for example, analyze the frequency, length, and type of communications instant messaging, e-mail, or other methods common in China to assess relationship quality.

This work requires both a deep understanding of the business and expertise in machine-learning algorithms. Consider again Ant Financial. If a seller deemed to have poor credit pays back its loan on time or a seller with excellent credit catastrophically defaults, the algorithm clearly needs tweaking.

Engineers can quickly and easily check their assumptions. Which parameters should be added or removed? Which kinds of user behavior should be given more weight?

The result is a highly successful business: To become a smart business, your firm must enable as many operating decisions as possible to be made by machines fueled by live data rather than by humans supported by their own data analysis.

Transforming decision making in this way is a four-step process. Ant was fortunate to have access to plenty of data on potential borrowers to answer the questions inherent in its lending business.

For many businesses, the data capture process will be more challenging.

But live data is essential to creating the feedback loops that are the basis of machine learning. Consider the bike rental business. Start-ups in China have leveraged mobile telephony, the internet of things in the form of smart bike locks , and existing mobile payment and credit systems to datafy the entire rental process.

Renting a bike traditionally involved going to a rental location, leaving a deposit, having someone give you a bike, using the bike, returning it, and then paying for the rental by cash or credit card.Although the company was widely criticized during its first years for being unable to make a profit, 20 years later, there is no room for such reproach.

Amazon is creating a marketplace for domestic third-party merchants to sell goods in the Oceania region. Critical Policy Studies, 3 , — Hirschman, A.

Likewise, the eWTP neglects other social identities that have suffered equally from neoliberal globalization, such as ethnic minorities, indigenous communities, the LGBT community, and older people, to name a few.

Executive Summary Alibaba is not a retailer in the traditional sense.

Contrastingly, you should use competition to inspire positive action.

LEONILA from Pennsylvania
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