You may also be asked to write and read after work! This is my unoriginal reading of 4000 words compiled for others. If it is useful to you, please like and follow me!
When I first read the book "Ali Tiejun", what attracted me was not only the story of the development history of Ali in this book, but also the discussion about the importance of "rules" and "ideology" behind it. As the saying goes: There is no rule, no radius. The same is true of being a person, and the same is true of being a business.
"Ali Tiejun" mainly takes time as the axis, and combines the readability of documentary literature and the logic of commercial books. From the first crisis encountered by Alibaba at the end of 2000, which gave birth to the service of "Chinese supplier", it began to Alibaba. Baba's B2B business IPO (Initial Public Offerings) , and then to the "Integrity Gate" incident and the subsequent reflection and adjustment of the Alibaba China Iron and Steel Army. There are also many stories that must be pondered about the O2O war between the Chinese iron army after leaving Ali and the spread of the branches and leaves in the Ali system. In addition, they discussed the political commissar system, PK culture and other cultures that were unique to Ali.
When I first read "Ali Iron Army", what impressed me most was the profound influence of Ali's corporate culture on Ali people. Ali's corporate culture is not so much a culture as it is a system and a rule. It has left a deep mark on every Ali. It is this kind of rule culture that helps Alibaba survive the crisis again and again, and step by step to a new level of Internet commerce. When an Alibaba person has been working in a position for several years, a paper transfer order from the corporate headquarters will allow him to pack overnight and report to a new position the next day. There is no doubt, no rebuttal, only execution. This super high execution No company can do it. This also reflects the compulsory, binding and standardization of Ali’s system rules.
On the other hand, most domestic enterprises lack this style of doing things according to the rules, the internal structure is chaotic, the nepotism is serious, and the decision-making management has a strong personal subjective consciousness. Allowing ideology to control the rules will often bring unpredictable consequences to the company. The management of the company has no basis in the strategic layout and employee management, so it will use its own style to handle things, and the employees have no clear idea in the work process. Institutional constraints, there is no fear, what do you want to do, how do you want to do it, if things go on like this, it will be strange if the company can do well!
Natural selection, survival of the fittest. Nature still has its own rules of survival. All living things can multiply according to the rules of survival. If there is no human intervention, they might survive better. Ali Tiejun emerged in the great wave of Internet commerce. The business environment determines Ali’s rules of survival, and Ali’s rules of survival determine the attitude, values, and execution of Ali people. There is a high-voltage line in Ali’s rules. No matter how high the position or ability is, once you touch the high-voltage line, you can only leave. I remember that in 2011, Wei Zhe, then the CEO of Alibaba's B2B, took the blame and resigned due to the "blacklist incident" in Ali . I would like to ask, even the CEO can leave, but who can't leave. Later, Jack Ma’s words re-emphasized Ali’s values: this world does not need to have another Internet company, nor does it need another company that can make money. What the world needs is a more open, more transparent, and more profitable company. A company that shares, is more responsible, and is more global; what this world needs is a company that comes from society, serves society, and dares to take responsibility for the future society; what this world needs is a culture, a spirit, and a belief , A kind of responsibility. Because only these can make us go further, go better, and go more comfortably in the arduous entrepreneurship. It is also that Ali has been following the "rules" that it has established to make it stand out in the big wave of Internet commerce and cultivate a large number of outstanding talents.
I think that an ordinary company does not have the courage to let a CEO who has served for many years leave. When they deal with similar issues, they may only fire ordinary employees, and the CEO should reflect internally. This approach still allows ideology to override the rules. If a strong man does not have the courage to break his wrist, how can he face the treacherous situation?
There are people with sophistication in the world, and there are rules for survival in the workplace. Once the two are confused and personal ideology is mixed into the management of the company, it will be difficult for this company to maintain long-term stability. I also hope that more companies can understand this, and in today's corporate transformation and upgrading, mass innovation, and entrepreneurship, they can clarify their own rules as soon as possible to help the company's rapid development.
In general, "Ali Tiejun" is a good primer, allowing people who are new to sales and Ali to quickly understand the development context of Ali Tiejun and some core management methods. However, due to space limitations, many places have not been fully explained, and some rare specific cases have not been discussed and analyzed in depth, but are only limited to the description of the case. Two points are more impressive: ①For the China Iron and Steel Corps and even The discussion of "Xinxue Separation" and "Xinxu Unite ", which are both very important in sales management, is only a blend of "Operation Gale" and "Operation Chunhui" ; ②The political commissar system only revolves around the story of its origin and development. . Although there are some regrets in the in-depth analysis and discussion of the business, the flaws are not concealed, and the vivid stories still help readers to better restore the development history of the iron army, and to understand the core of the iron army-"thinking people". .
Many of Alibaba’s management methods are vividly described in the book, including the continuous changes in management methods (after all, Rome was not built in a day). Coincidentally, I feel that many of Alibaba’s initial management methods are actually the most popular OKR ( Objectives and Key Results (Objectives and Key Results) management coincides with each other. I personally think that Alibaba’s very important O is the practice of Alibaba’s values (of course, this O is also a higher-level O serving "live 102 years"). Generally speaking, values are very imaginary things, not suitable for being an O, but Ali is indeed making "virtual things real" and endowed with many concrete elements of values, including the interpretation of values, the integration of values into the evaluation system, The focus of review, the establishment of "high-tension lines" and even the "political commissar system", etc., may also be through a series of KRs, the value of O can "from virtual to real". Of course, these concrete designs were not accomplished overnight. It was not until Guan Mingsheng joined Alibaba in 2001 that he condensed the "Dugu Nine Swords" (Nine Principles of Values and Behaviors of Employees*) , and Alibaba's values were truly formed. From the earliest call to employees Recitation requirements, from the establishment of "high-voltage lines" to the integration of assessment and promotion, year-end bonuses, and then integration into the review of the management personnel, the corporate culture has changed from virtual to real, and finally it has fully utilized the advantages of the system and effectively made up for the global variables of the shortcomings of the system. . In 2004, it was upgraded and refined into the "Six-Medical Sword" (Six Values *) . Different systems and organizational structures have their own advantages and disadvantages. There is no perfect system design and organizational structure in the world. There is always an "impossible triangle". It just needs to be selected according to the characteristics and development stages of the industry and the company. As the spirit and spirit of an enterprise, corporate values are truly global variables. They cannot turn corruption into magic. The weaknesses of the system, despite the blessings of values, continue to exist (the most prominent example is the "new continuation"). The “integrity door” after the separation), but it can achieve a certain degree of “optimization” to make the advantages more prominent and make up for the disadvantages. It is precisely because of this that although the system and organizational structure can be learned and used for reference, it is The final results of companies with the same methodology are often very different.
The traditional impressions of BAT are often "Tencent products, Baidu technology, and Ali's operations." What everyone values most is Ali's execution. Behind the execution is the ultimate in "thinking people". The concrete case is the China Iron and Steel Corps. . If execution is a "sharp sword", "thinking people" is the swordsman behind it. After the "sharp sword" is cast, it can be "smashed Fang Qiu" and the strategy can be successfully implemented. Of course, the sword-making process of the China Iron and Steel Corps has a very high correlation with his business characteristics (sales orientation). Including the personnel composition of "suffering and deep hatred", slogans and blood, value establishment, etc., and similar sales industries such as insurance brokers, real estate sales, etc., you often see similar settings, if you and a sales person from these industries When the department’s friends discuss this book, there will be a lot of resonance.
The study of the China Iron and Steel Army is an important starting point for the study of Ali, but the culture of the China Iron and Iron Army must not be used to represent Ali. This is a serious generalization. There is no doubt that much of the spirit of the China Iron and Steel Army has been integrated with the overall spirit of Ali, and continues to appear in the BDs of many other business units, but after all, China Supply only accounts for 3.6% of Ali’s revenue (as of December 31, 2019 In the latest quarter), Ali’s characteristic is "embrace change". The strategy, organization, and team are constantly changing due to changes. There are too many and too big differences between Ali today and the Ali IPO in 2007.
But the supply in research is very valuable, because it provides a good perspective for studying B2B and O2O:
As far as B2B is concerned, China Supply is regarded as the earliest B2B in China. Its profit model is similar to that of the hot B2B companies, and there are many similarities in specific tactics. For example, in Wei Zhe’s passage, is it a very familiar formula and a very similar taste: "As shareholders, we are very concerned. We just said that 6% will be used for marketing and 2% will be used for technology development. How will we get the return? Our return will be realized gradually through three stages: The first stage is the increase in the number of customers. We have already seen it from the fourth quarter of last year and the first quarter of this year. We will show all shareholders and guests a page of the performance summary at the end of last year (PPT ), we do not want to repeat these figures, I just want to tell these shareholders that we need patience, but our results have proved that the increase in customers brought by our first phase has already given us initial confidence and dawn for two quarters, and the second phase is due to our The model is a deferred income model, where membership fees are first collected and then recorded in accounting income in the next 12 months. Therefore, the increase in the number of customers in the second phase will inevitably lead to an increase in accounting income in the next 12 months.
In addition to looking at how much money we make in the current period, you can also look at the deferred income in our balance sheet. This is the money put in our pockets. It is the trust of our customers that the money has been paid to us, so this It is when the second stage should see a return on investment. In the third stage, the return on investment comes from the return of profit margin. We have to invest first and then return. Therefore, in the third stage, as the number of our customers and our accounting income rise, the return of profit margin is beyond doubt . "
For O2O, China Supply is the earliest offline to online case, telling a story about using the Internet to transform the world, transforming domestic and international wholesale business. If we borrow from Mr. Zhu Shiyu's statement on the three mountains of the Internet transforming the world story: Tools (Easy to Access), Content (Better Supply), and Service (Better Served) , the business of China Supply has all been overcome. Therefore, the O2O war has almost become a civil war between the China Iron and Steel Corps, as Gan Jiawei of Meituan commented on Lu Guangyu of the public.
The last point I want to talk about: If it is said that "thinking people" is the basis of Ali's success, and after "thinking people thoroughly", a value and concrete management system has emerged. "Thinking about things" is the real core of Ali's great success. In 2003, when B2B performance began to take off, C2C Taobao was secretly born. When B2B took off, it had deployed a new growth engine and rewritten the revenue formula. The strategic height behind Ali’s first important crossover was indeed It makes people look back, similar stories are repeated again and again later. Ali B2B is undoubtedly a very successful business. In 2011, when it was delisted, Ali B2B's operating income reached 6.54 billion yuan, and its net profit was 1.71 billion yuan, surpassing most of the current B2B companies. But if you look at it longer, in the fourth quarter of 2011, Alibaba’s B2B revenue was 1.66 billion, and in the fourth quarter of 2019, the total revenue of wholesale business was 5.82 billion. If you look at today, The CAGR is 17%, which is of course very good, but only that, Ali is a company with more than 20 billion revenues. It lives very well and its profits should be quite good, but it can't be said to be great. China Supply's B2B business accounted for 2/3 of Alibaba's revenue in 2005, and it has only accounted for 3.6% of Alibaba's revenue so far. Being able to see the right "thing" and be able to make the "thing", just like sufficient conditions and necessary conditions, strategy and execution are indispensable. And being able to keep doing different right and important "things" is shocking. This is definitely a great operator.
Finally, I would like to quote the famous saying of US President Lincoln "The height of the fountain does not more exceed its source; A man's career is also in the way of his accomplishments." Never exceed your beliefs. I hope that our team can learn from the Ali Iron Army and shape our own beliefs. This belief will allow us to break through the bottleneck of development and become a brave and unstoppable Zhengzheng Iron Army!
Comment*:
| "Dugu Nine Swords" | "Six-Medical Sword" |
| ① Customer First 1 point: Respect others and maintain Alibaba's image anytime and anywhere 2 points: smile in the face of complaints and grievances, and actively solve problems for customers at work 3 points: In the process of communicating with customers, even if it is not your own responsibility, do not shy away 4 points: Think about the problem from the customer's standpoint, and ultimately achieve customer satisfaction 5 points: Have a sense of advanced service and take precautions before they happen |
①Customer first ◆ Customers are food and clothing parents ◆ Respect others and maintain Alibaba's image anytime and anywhere ◆ Face complaints and grievances with a smile, and actively solve problems for customers at work ◆ In the process of communicating with customers, even if it is not your own responsibility, do not shy away ◆ Consider the problem from the customer's standpoint, and on the basis of adhering to the principle, finally achieve the satisfaction of the customer and the company ◆ Have a sense of advanced service, prevent problems before they happen |
| ② Teamwork 1 point: Actively integrate into the team and be willing to accept the help of colleagues, cooperate with the team to complete the work 2 points: take the initiative to give necessary help to colleagues; when encountering difficulties, be good at using the power of the team to solve problems 3 points: Actively express personal opinions before decision-making, and fully participate in team discussions; after decision-making, regardless of whether the individual has objections, he must be fully supported in action 4 points: Able to objectively understand the strengths and weaknesses of colleagues, and fully embody the principle of "right to things but not to people" in work 5 points: Able to influence the team with a positive attitude and improve team performance and atmosphere |
② teamwork ◆ Sharing and sharing, ordinary people do extraordinary things ◆ Actively integrate into the team, willing to accept the help of colleagues, and cooperate with the team to complete the work ◆ Actively express constructive opinions before decision-making, and fully participate in team discussions; after decision-making, regardless of whether individuals have objections, they must be fully supported in terms of words and deeds ◆ Actively share business knowledge and experience; take the initiative to give colleagues necessary help; be good at using the power of the team to solve problems and difficulties ◆ Be good at cooperating with different types of colleagues, do not bring personal preferences into work, and fully embody the principle of "right to things but not to people" ◆ Have a sense of ownership, positively influence the team, improve team morale and atmosphere |
| ③ Teach & Learn 1 point: master business knowledge and skills related to the job 2 points: Able to ask for advice humbly, continuously enrich business knowledge and improve business skills 3 points: Actively share business knowledge and work experience with colleagues in the team 4 points: Served as an internal lecturer within the company and received unanimous praise from the students 5 points: Acting as a lecturer in the industry on behalf of the company, and won unanimous praise from students |
③ embrace change ◆ Welcome to change and be brave to innovate ◆ Adapt to the daily changes of the company without complaining ◆ Facing changes, treat them rationally, communicate fully and cooperate with sincerity ◆ Difficulties and frustrations caused by changes can self-adjust, and positively influence and drive colleagues ◆ Have a forward-looking consciousness in the work, establish new methods and new ideas ◆ Create changes and bring breakthroughs in performance |
| ④ Quality 1 point: no repetitive errors caused by dereliction of duty 2 points: Always maintain a serious and responsible work attitude 3 points: Help customers solve difficult problems and gain positive recognition from customers 4 points: Use a small investment to obtain a larger work result 5 points: continuously break through the best performance in the past |
④ integrity ◆ Honesty and integrity, will do what you say ◆ Honesty and integrity, consistent with words and deeds, free from interest and pressure ◆ Through the correct channels and processes, accurately express your views; express criticism while making corresponding suggestions, outspoken and outspoken ◆ Do not spread unconfirmed news, do not discuss things and people irresponsibly behind their backs, and be able to guide positively ◆ Have the courage to admit mistakes and take responsibility; report problems objectively, and severely stop dishonest behaviors that harm the company’s interests ◆ Able to consistently implement the above standards |
| ⑤ Simplicity 1 point: honesty and integrity 2 points: follow the necessary workflow 3 points: When expressing work-related views, speak out 4 points: Do things fully reflect result-oriented 5 points: follow but not stick to the work process, simplifying the complex |
⑤ Dedication ◆ Professional and persistent, keep improving ◆ Only do work-related things during working hours; no repetitive errors caused by dereliction of duty ◆ Do not postpone today's things to tomorrow, follow the necessary work flow ◆ Continuous learning, self-improvement, doing things fully reflect the result-oriented ◆ Able to correctly arrange work priorities according to priorities and do the right thing ◆ Follow but not stick to the work process, simplify the complex, and obtain greater work results with less investment |
| ⑥ Passion 1 point: I like my job and agree with Alibaba's corporate culture 2 points: Love Alibaba, regardless of personal gains and losses 3 points: Persevere in the face of daily work, and constantly try to improve performance 4 points: do not shrink from difficulties and setbacks 5 points: In the face of difficulties and setbacks, continue to seek breakthroughs and achieve success |
⑥ Passion ◆ Be optimistic and never give up ◆ I like my job and agree with Alibaba's corporate culture ◆ Love Alibaba, take care of the overall situation, and do not care about personal gains and losses ◆ Face daily work with a positive and optimistic attitude, constantly self-motivation, and strive to improve performance ◆ Never give up when encountering difficulties and setbacks, constantly seek breakthroughs, and achieve success ◆ 不断设定更高的目标，今天的最好表现是明天的最低要求 |
| ⑦ Open 1分：能进行必要的工作交流 2分：通过正确的渠道和流程，准确表达自己的观点；表达批评意见的同时能提出相应建议 3分：在交流中能认真倾听别人的观点，即使是不同观点，也能抱着“有则改之、无则加勉”的态度虚心听取 4分：能积极吸取别人好的观点，并能够发表不同意见 5分：不但积极吸收，同时积极与同事分享正确而且正面的观点 |
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| ⑧ Innovation 1分：适应工作环境的变化，并付诸行动 2分：不断改善个人工作方式方法，使个人绩效得以持续提升 3分：乐于接受变化，并以积极正面的态度参与其中 4分：能提出与本职工作密切相关的建议，从而提升团队绩效 5分：创造变化，并带来公司业绩突破性地提高 |
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| ⑨ Focus 1分：上班时间只做与工作有关的事情 2分：能按时按质完成本职工作 3分：能根据轻重缓急来正确安排工作优先级 4分：面对变化，能够坚持公司目标 5分：懂得必要的取舍，并获得成功 |
摘录一些我觉得有意思的点：
1、 正确的事在前期的速率往往让人吃惊：在前面要勇敢，在后面要谨慎
2000年底推出“中国供应商”产品，2001年12月阿里巴巴现金流第一次出现盈余，马云接连提出：2002年阿里巴巴挣一元钱；2003年，每天收入100万元；2004年，每天盈利100万元；2005年，每天纳税100万元。这些目标连在一起看，真的是让人眼花缭乱。我们去翻一下阿里巴巴B2B业务的财报，在2004年，收入是3.6亿，净利润7,386万，2011年，收入是65.4亿，净利润17.1亿，2004-2011收入CAGR是：51.4%、利润CAGR是：56.7%。但退市后，我们可以看到，阿里巴巴B2B业务的增速明显下降。阿里退市是市值是676亿港元，对应548亿人民币，对应P/E倍数32x，而退市前阿里股价已经有过很大的下滑，如果按退市市值持有到现在，B2B业务的单独估值也就是一倍左右的收益，谈不上高收益的投资。
2、 重大的外部冲击面前，机遇和危机共存，强大的执行才能化危为机
阿里巴巴2003年遇到了“非典”，员工染病，外界压力，在家办公，外部的冲击影响了全中国的各行各业，但阿里巴巴转危为机，中供业务业绩爆棚。借古观今，值得思考。
3、 主管制：向强者模仿是最好的学习方式
“你说我听，我说你听，你坐我看，我做你看”
4、 Review：3M体系，make strategy、make team、make number，策略、团队、结果
策略、团队、结果都要看，事儿和人儿两手抓
5、 CRM线索分配
特点时间跟进，过期回收，公共池和个人私池兑换
6、 区域调动
打掉山头+培养管理者
7、 提成
月提成9-15%，比例取决于下个月业绩，“今天最高的表现是明天最低的要求”
8、 高压线
高压线其实打掉的是典型，越是难，越是要下狠手断腕
9、 KPI改变：KR服从于O，勿忘初心
2005年7月，马云知道大圣和文波两大金牌销售以及只做大合同，马上修改了排名规则，从看GMV转为看数量，因为阿里的O是服务中小型企业，要的是客户数量。
10、分享文化与PK文化
两者的共融，靠的是企业文化和价值观
11、独立思考
滴滴程维“简单、开发、激情、独立思考、极致执行、拥抱变化”，加入了“独立思考”。中供文化和工程师文化的融合。程维改造了中供的文化，并使其适用于滴滴。
12、铁军利弊：绝不是每家公司都是原样照搬，不要迷信铁军
利：强大的执行力
弊：文革式运动、抱团和山头主义、对老团队一锅端
铁军是对内开放，对外封闭，别的公司要驾驭铁军，不能原样照搬，否则没有对应的文化加持，难免步调走样，“不变，就会死”。
13、政委三板斧：闻味道、摸温度、照镜子、揪头发
闻味道：望闻问切。望，透过现象看本质；闻，感受和闻气味；问，沟通；切，以小见大，切中要害
摸温度：及时感知团队，小棉袄
照镜子：自己、团队、领导，优缺，定期Review
揪头发：上一个台阶看问题，从领导的角度出发
14、一些还没figure out的问题：这些优秀的文化是不是也产生了很多难以解决的问题，未来怎么解决？
山头文化：“有情有义”、“纯粹”→用轮岗适当解决，但机构大了，没法都轮，中层山头文化怎么办？
政委：HR介入过多，业务没法决策，怎么解决？是否衍生新的办公室政治？
新续分开还是新续合一？两者的优劣？
