Alibaba refers to the largest online commerce company situated in China. The primary sites for Alibaba’s e-commerce include Taobao, Tmal and Alibaba.com. These Alibaba’s sites comprise of hundred millions of the subscribers as well as host millions and millions of merchants along with businesses (Erisman, 2016). This e-commerce handles a significantly more significant number of companies compared to any other online company. The vision of Alibaba is to build the future e-commerce infrastructure extensively. Alibaba envisions that the clients meet, work as well as life within the organization. The challenging or the problem faced by this multination e-commerce company is competition. The world is undergoing a tremendous development where Alibaba is actively competing with new rivals on the ownership of China’s market of smartphone users. Therefore, to ensure healthy competition, Alibaba ought to grow and development technologically, financially and socially (Huang, Hu & Lu, 2009). This has made Alibaba forge new businesses with dominant economic players such as Chinese banks and regulators. The big challenge is whether the United States investors would purchase the company’s IPO that is new to them.
The next “big idea” of Alibaba in the bid of increasing and extending its boundaries and ensuring competitive advantage among other e-commerce companies, Alibaba creates a visionary mission that would allow them to transact businesses across the world efficiently. The Alibaba e-commerce launches business strategies that are capable of transforming the marketing approaches, selling policies, operations and improvement of the efficiencies (Tse, 2015). For instance, Alibaba aims at providing technological infrastructure as well as marketing reach that would assist merchants, company brands and business to leverage the power of modern technology. New and contemporary technology will support the company to engage with the customers and correlate more efficiently.
Considering the Alibaba’s trends in the industry and the competition arena, it is possible to predict the next big agenda of this multinational e-commerce. The patterns in this company are development-orientated. For instance, the business consists of cloud computing, innovation initiatives, entertainment, core commerce, and digital media. These technical trends in the Alibaba’s e-commerce business give the clients, companies, merchants, retailers, and brands an opportunity to form a strategic alliance and partnership that encourages service provision (Tse, 2015).
Also, Alibaba is launching some new business frontiers such as financial services. Financial services are one of the Alibaba’s new frontiers (Erisman, 2016). As at now, one can use Alibaba’s Alipay payment application to purchase theater gate-passes and in the payment of taxis. Also, the Alibaba’s Alipay payment application is used in a money-market fund. As a result, the Alibaba’s, marketplace, society, and global operations are influencing the next big idea of the company. The company has more than 14.9 million worldwide subscribers coming from around 240 different nations and regions (Huang, Hu & Lu, 2009).
The Alibaba’s founder philosophy is significantly influential in determining the future of the company. The founder of Alibaba e-commerce is Jack Ma. According to Jack Ma, trust is the most significant business attribute (Erisman, 2016). The employees should be managed through culture instead of using rules and laws. Any business ought to use competent culture where the leaders and the employees work towards the vision, mission, and values of the organization.
In conclusion, the Alibaba’s trending developmental approaches are shaped by the competitive race towards mobile. More than 600 million Chinese users of the internet are moving to smartphones, and as a result, the condition has set off a scramble for among the internet giants in the country (Erisman, 2016). The toughest competitor of Alibaba is Tencent, a company that operates WeChat mobile messaging App. This company has over 355 million subscribers.
Erisman, P. (2016). Alibaba’s world: how a remarkable Chinese company is changing the face of global business. Pan Macmillan.
Gang-lan, H. U., Xiang-hua, L. U., & Huang, L. H. (2009). Research on E-business Ecosystem and Its Coordination Mechanism; A Case Study of Alibaba Group [J]. Soft Science, 9(003).
Huang, L., Hu, G., & Lu, X. (2009). E-business ecosystem and its evolutionary path: the case of the Alibaba group in China. Pacific Asia Journal of the Association for Information Systems, 1(4).
Tse, E. (2015). China’s disruptors: How Alibaba, Xiaomi, Tencent, and other companies are changing the rules of business. Penguin.