Critical Analysis on Alibaba Group (Brief History , Internal Analysis(Business Lifecycle , SWOT Analysis , BCG Matrix,Competitive Strategies,Financial Performance Analysis , Core competence ) , External Analysis (PESTEL Analysis,PORTER Five Forces Model) and Conclusion & Recommendations).

1. Usama Rasheed 17i-0212
Usama Zafar 17i-0012
Muhammad Mazarib 17i-0003
Aqeel Ijaz 17i-0364
M. Junaid Jamshaid 16i-0467

2. CONTENTS
 COMPANY INFORMATION
 INTERNAL ANALYSIS
 EXTERNAL ANALYSIS
 ANALYSIS OF REPORT
 RECOMMENDATIONS & CONCLUSION

4. ALIBABA

5. AIMS&
OBJECTIVES
 Creating a Strong Infrastructure For Commerce
 Global Growth
 Leveraging Cloud Computing Power

6. BRIEFHISTORY
 Journey Began in 1999
 Founders: Jack Ma and his 17 Friends
 Taobao.com
 Alipay and Aliwangwang
 Alimama and Tmall
 Alibaba Cloud Computing
 Juhuasuan, AliExpress and Mobile Taobao App
 US$ 170 Billion sales in 2012
 Alibaba put its 1st IPO on NYSE in 2014

8. Products/
OfferingsofAli
Baba
 Communication between the seller and buyer
 Commission based Trading
 Free post based service
 Niche Market

9. Businesslife
Cycle
 Launch
 Growth
 Maturity
 Decline

10. SWOTAnalysis
 Strengths (Leader,Team,Suppliers)
 Weakness (Too many Sellers, High discounts)
 Opportunities
 Threats (Internet Security, low demand on
international market)

11. BCGMatrix
 Cows (E-Commerce)
 Stars (Digital media and environment)
 Question Marks (Cloud Computing SBU)
 Dogs (innovations and initiatives)

12. Competitive Strategies
 Rethink
 Reinvest
 Hone
 Upgrade

13. Financial PerformanceAnalysis
 35% annual
Average
Revenue
increased from
2011 to 2018

14. Core
Competence
 Location
 Deliver on Promises
 Good relations with the government
 Networking

15. Competitors InWorld
 Amazon
 EBay

16. Competitors Within China
 Tencent
 Baidu

17. PESTELAnalysis

18. Industry overview
andanalysis
 Alibaba is divided into three core businesses
• Alibaba.com
• Taobao
• Tmall

19. Industryand
MarketShare
Concentration
 The Alibaba Group’s annual revenue amounted to
approximately 39.9 billion U.S. dollars in 2018
 A YoY increase of 58 percent in annual revenue
 The company’s annual revenue from e commerce
increased 60 percent

20. Profitability
Drivers
 Connect small business with consumers
 Facilitate communication and safety in the
transactions
 Advance with the customers

21. PorterFive
ForcesModel
Analysis
 Competitive Rivalry – High
 Threat of New Entrants - Low
 Bargaining Power of Suppliers – Low
 Bargaining Power of Buyers – Medium
 Threat of Substitutes – High

22. 1) Information on Foreign Markets
2) Promotion Strategies
3) Improving Buyers Protection Level
4) Emphasize More on Safe Payment Methods

23. 5) Make Physical Presence
6) Go in Depth Instead Breadth
7) Alipay Must be Globalized
8) Customer Satisfaction Should be Achieved

25. https://www.alibabagroup.com/en/about/overview
https://www.alibabagroup.com/en/about/history
https://www.forbes.com/sites/greatspeculations/2016/10/13/a-closer-look-at-alibabas-long-term-
strategy/#4badad492bc0
https://www.alibabagroup.com/en/ir/governance_8
https://www.enotes.com/homework-help/what-alibaba-com-competitive-advantage-expected-475611
http://www.competitiveadvantageanalysis.com/competitive-advantage-of-alibaba/
https://www.forbes.com/sites/panosmourdoukoutas/2014/04/15/alibabas-five-advantages/#16f9df3170a6
https://www.forbes.com/sites/panosmourdoukoutas/2018/05/06/why-alibaba-is-more-profitable-than-
amazon/#59cf97ec1678
https://www.quora.com/How-is-Alibaba-able-to-generate-such-high-profit-margin-as-compared-to-Amazon
https://www.pctechguide.com/articles/alibaba-tough-competitors
http://fernfortuniversity.com/term-papers/pestel/nyse4/2588-alibaba-group-holding-limited.php
https://www.swotandpestle.com/alibaba/
https://writepass.com/answers/view/1328/Porter-and-pestel-of-alibaba
https://www.chinaabout.net/pestle-analysis-chinese-market-e-commerce-sector/
https://www.porteranalysis.com/porters-five-forces-analysis-of-alibaba/
https://www.investopedia.com/articles/investing/062315/understanding-alibabas-business-model.asp