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2022-03-04
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2022-03-01
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Jiang Fan "went to sea" for nearly 100 days, how did he do?
作者:闫俊文2021年12月6日,阿里巴巴进行新一轮组织架构大调整,蒋凡被调任“海外数字商业”负责人,新职位从2022年1月1日生效。转眼三月到来,距离蒋凡的新任命发布已经85天过去,接近百日,履新也
Jiang Fan "went to sea" for nearly 100 days, how did he do?
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2021-07-06
Tamhanks
美股周策略:下半年指數展望,美股強勢漲幅能否延續?
@小虎周报:
自從去年美聯儲把量化寬鬆推出來後,美股便走出了逐季攀升的勢頭,如果從去年3月份的最低點算起,截至上週五,$標普500(.SPX)$ 已累計上漲98.5%,$納斯達克(.IXIC)$ 則上漲了120%,$道瓊斯(.DJI)$ 漲幅也達到了90%。由於美股是相對成熟的市場, 歷史上,美股的上漲都會有相對清晰的邏輯: 比如這次全球疫情後,在各國央行充裕的流動性補給下,企業復甦漸進佳境,超跌的股價也得到了全面修復,甚至是超額修復。往前看,未來市場無法迴避的問題在於,無論復甦的路徑最終如何,美聯儲的減碼時刻終將到來,但可能的時間表以及屆時市場會有哪些價格行爲特徵,或許是投資者關注的問題。 本期我們從指數的角度進行分析,結合市場的價格行爲,我們理解這裏至少有以下幾個角度來看待這一問題: 1.過去幾年,美聯儲對貨幣政策從激進轉向耐心。 鮑威爾於18年開啓任期,上任後便開啓了緊縮之路,在通脹環境並沒有持續復甦的情況下,年內共進行了四次加息,彼時2018-2020時期也是標普500指數的高波動率時期,在圖形上,標普指數在2018到2020這兩年,體現爲大型擴張三角形的寬幅震盪。 或許是因爲18年連續四次加息的錯判,加上當前天量寬鬆後龐大的債務規模,上半年美聯儲緊縮預期實際上雷聲大、雨點小。某種程度上,也意味着鮑威爾時代,美聯儲對政策的把握更加審慎和耐心,美聯儲過早踩剎車的概率也降低了。美聯儲儘可能的避免過多市場的擾動,目前爲止並沒有對疫情後的市場造成負面衝擊,同時也側面驗證了技術性角度,大型擴張三角形,一旦向上突圍後,將結束橫盤的邏輯繼續成立。(
美股周策略:下半年指數展望,美股強勢漲幅能否延續?
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hngng
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2021-06-21
Well said
Missing SaaS is missing this era
01 人生最重要的决定 6年前,我作出了人生最重要的一个决定:转行! 那时我还在如日中天的Oracle公司,虽然传统软件仍然是各大企业的首选,但在资本的助推下,中国SaaS开始崭露头角。 2013到
Missing SaaS is missing this era
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2021-06-14
Nicely
Xintian Venture Capital Jiang Yujie: The next ten years will be the golden age of SaaS
6月12日,知名互联网券商老虎证券七周年Open Day首站顺利举行。现场,信天创投管理合伙人蒋宇捷带来了《为什么SaaS是价值投资的最佳赛道》的主题演讲。 “SaaS,是过去十年回报最高的美股资产。
Xintian Venture Capital Jiang Yujie: The next ten years will be the golden age of SaaS
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2020-12-29
New thread today
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","listText":"Okay ","text":"Okay","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9031073484","repostId":"2216107797","repostType":2,"isVote":1,"tweetType":1,"viewCount":866,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":9033089396,"gmtCreate":1646150102729,"gmtModify":1676534096439,"author":{"id":"3571132397157790","authorId":"3571132397157790","name":"hngng","avatar":"https://static.tigerbbs.com/0b68f1b254458ec9fdf31e9fb61ab518","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3571132397157790","authorIdStr":"3571132397157790"},"themes":[],"htmlText":"Nice thanks ","listText":"Nice thanks ","text":"Nice thanks","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/9033089396","repostId":"2216019224","repostType":4,"repost":{"id":"2216019224","kind":"highlight","pubTimestamp":1646146928,"share":"https://ttm.financial/m/news/2216019224?lang=en_US&edition=fundamental","pubTime":"2022-03-01 23:02","market":"us","language":"zh","title":"Jiang Fan \"went to sea\" for nearly 100 days, how did he do?","url":"https://stock-news.laohu8.com/highlight/detail?id=2216019224","media":"燃财经","summary":"作者:闫俊文2021年12月6日,阿里巴巴进行新一轮组织架构大调整,蒋凡被调任“海外数字商业”负责人,新职位从2022年1月1日生效。转眼三月到来,距离蒋凡的新任命发布已经85天过去,接近百日,履新也","content":"<p><html><head></head><body>Author: Yan Junwen</p><p>December 6, 2021,<a href=\"https://laohu8.com/S/BABA\">Alibaba</a>After a new round of major organizational structure adjustments, Jiang Fan was transferred to the head of \"Overseas Digital Commerce\", and the new position will take effect from January 1, 2022.</p><p>In the blink of an eye, March has arrived. 85 days have passed since Jiang Fan's new appointment was announced, nearly 100 days, and it has been more than two months since he took up his new appointment. A number of AliExpress sellers, Lazada employees, and institutional service providers told Ran Finance that they have not communicated with Jiang Fan in public, and have not even seen the first platform policy he directly released, and they are still unsure about this person. The idea of a 37-year-old young and handsome talent.</p><p>Ran Finance also noticed that although Jiang Fan is highly valued within Ali, he is Ali's youngest partner, and has the title of \"Traffic King\" for bringing Ali from the PC era into the mobile Internet era in one fell swoop, Jiang Fan is very low-key in the past two years, and it is difficult to see him appear in public reports. Even though he is still participating in Alibaba's activities and giving speeches, there is almost no news exposure.</p><p>But under the calm surface, Ali's overseas business is also changing. The shock first came from AliExpress. From November to December 2021, AliExpress released a number of adjustment policies, including: prohibiting individual merchants from settling in; Raise the entry threshold of large clothing categories, and implement invitation or qualified professional sellers to settle in, such as preferred brand owners, factory merchants, traders and official distributors; And increase assessment, conduct real-time assessment of stores, clear zombie shops, and conduct sales assessment of stores for more than one year.</p><p>Lazada has also updated two policies on product listing, including: prohibiting the use of animations in product images, and prohibiting low-priced traffic through variants. At the same time, Lazada is also competing fiercely with Shopee in terms of talent.</p><p>A person close to Lazada said that Lazada and Shopee are \"robbing people\" recently. They all hold their own presentations on the recruitment of the three famous universities in Singapore (National University of Singapore, Nanyang Technological University, and Singapore Management University).</p><p>For example, in terms of salary, Shopee's data analysis position offers 5,500 Singapore dollars (about 26,000 yuan, position: data analyst) and 6,500 Singapore dollars (about 30,000 yuan, position: data scientist) in order to steal people from Lazada. salary, while the salary of ordinary fresh graduates in Singapore is between 3,500-4,000 Singapore dollars (about 16,000-19,000 yuan).</p><p><b>Domestic business is under pressure, and overseas carries Alibaba's unlimited imagination and hope</b>。 On the past February 24, Alibaba Group disclosed its performance for the third quarter of fiscal year 2022 (October to December 2021). The data shows that as of December 31, 2021, Alibaba's consumers in the Chinese market have increased to 979 million. It is expected that the goal of reaching 1 billion domestic annual active consumers by the end of this fiscal year will be completed as planned.</p><p>But 1 billion, more accurately, means that growth is against the ceiling. In China with a population of 1.4 billion, after reaching 1 billion users, it is a matter of high cost and little effect to tap room for growth. As a result, overseas has naturally become a new imagination space for growth.</p><p>Ran Finance noticed that as early as 2010, Ali's business tentacles even reached overseas markets. In 2014, Ali also proposed three major strategies: globalization, rural e-commerce and big data. In 2019, they were reiterated as globalization, domestic demand, big data and cloud computing, and they basically continue to this day. It can be seen that even though the strategy has been adjusted, globalization has always been the focus of the business.</p><p>But overseas business is not an easy bone to chew. According to Alibaba's performance data for the third quarter of fiscal year 2022, as of December 31, 2021, Alibaba's overseas market consumers were 301 million. Since Ali established the cross-border e-commerce business segment \"Alibaba International Station\" in 1999, established AliExpress, China's largest cross-border export platform in 2010, acquired a controlling stake in Lazada in 2016, and other overseas e-commerce companies. In the past few years, Ali is still a little far away from its vision of serving 2 billion global consumers.</p><p><b>The complexity of overseas markets is also difficult to estimate</b>。 In the Russian and European markets where AliExpress focuses, Russia is suffering from the influence of international geopolitics, falling into war and international sanctions, and its future business prospects are not clear; On February 18, 2022, AliExpress was included in the \"Evil Market List\" by the United States; Ali also pointed out in its financial report for the third quarter of fiscal year 2022 that the EU issued a new policy in July 2021 to cancel import value-added tax exemption for products below 22 euros, which is also expected to affect AliExpress's business.</p><p><b>In addition, there are overseas e-commerce peers from China, such as Byte's Tiktok,<a href=\"https://laohu8.com/S/00700\">Tencent</a>Shopee's pressure</b>。 Data show that Tiktok has focused on the development of e-commerce business and has opened up the US market. according to<a href=\"https://laohu8.com/S/KRKR\">36 Krypton</a>According to the news, Tiktok Shop (small store) has recently added sites in Thailand, Vietnam and Malaysia, which have been opened to merchants.</p><p>In addition, independent websites are becoming a new model of cross-border e-commerce. SheIn, an emerging fashion clothing company, is relying on foreign social media diversion to build private domain traffic, becoming a giant with a valuation of 100 billion dollars. In Southeast Asia, Shopee's market share has surpassed Lazaada, and its parent company Sea has also been listed.</p><p>Moreover, in Southeast Asia, the Middle East, Africa, South America and other places, localized e-commerce is booming. For example, African e-commerce Jumia went public in 2019.</p><p>In 2013, Ali proposed \"all in wireless\", and Jiang Fan became the one to carry the banner, taking over mobile Taobao, bringing Ali from the PC era into the mobile Internet era, and opening a new chapter in Taobao. Since then, the search recommendation and live delivery led by Jiang Fan have also brought new growth points to Taobao's traffic and sales. In December 2021, when Ali announced organizational adjustments and transferred Jiang Fan to overseas business, the market also had different opinions.</p><p>But in any case, overseas business will become the watershed or touchstone of Jiang Fan's Ali career. If it is done well, it will naturally return to the core. If it is not done well, it may be a proverb, and Jiang Fan will become a marginal figure of Ali.</p><p><b>New changes in Ali's overseas markets, AliExpress is trying to \"Tmall\"?</b></p><p>According to Alibaba's financial report, Alibaba's international business segment includes two businesses: international retail and international wholesale.</p><p>The international retail business mainly includes subsidiaries such as Lazada, AliExpress, Trendyol and Daraz. AliExpress focuses on the Russian and European markets, Lazada focuses on Southeast Asia, Trendyol is the largest e-commerce platform in Turkey, and Daraz focuses on Pakistan and Bangladesh South Asian countries operate. The international wholesale business is mainly Alibaba.com for international buyers and sellers (B2B e-commerce).</p><p>Based on comprehensive public reports and what Ran Finance has learned, the biggest change occurred in AliExpress. In particular, the sudden increase in the entry threshold has left many businesses at a loss. \"The policy was released in December 2021. I didn't expect it to be implemented so strictly. My entire service chain has been broken. I am now considering changing my career.\" said Zhang Jie, a service provider who has been doing AliExpress for 7 years.</p><p>According to Zhang Jie's description, this policy came out very suddenly, and there was no notification in the DingTalk group, and the investment manager who contacted her didn't know her. When she asked the waiter at the investment promotion meeting held by AliExpress in December 2021, the other party said, \"<b>AliExpress wants to recruit high-quality merchants to settle in, and there is no room for policy negotiation</b>。”</p><p>AliExpress officially invited Zhang Jie to train brand owners, but she refused. First, she was angry, and second, she thought that brand owners couldn't do it. The brand value is there, and the price is there; \"In addition, the styles of brands are limited. AliExpress is a distribution platform. A store must have three or five hundred models before you will have traffic.\"</p><p><b>In addition to raising the entry threshold, AliExpress has also strengthened the assessment of merchants settled in big clothing and other categories</b>。 The first assessment date is January 14, 2022. According to the news of Yibang Power Network, taking the big clothing category as an example, the annual transaction volume of old merchants who have opened stores for more than 2 years needs to reach more than 10,000 USD (about 60,000 RMB); For new merchants who have opened stores for more than one year but less than two years, the annual transaction volume of the store needs to reach more than 5,000 USD (about 30,000 RMB).</p><p><b>To some extent, expelling individual merchants and focusing on guiding brand merchants are quite \"Tmall\"</b>。</p><p>It's just that for merchants, it's unacceptable that AliExpress is so \"decisive\". A big AliExpress seller with 8 years of experience said that he didn't know why there was a sudden policy adjustment during Alibaba's personnel adjustment, and he didn't set aside time for market adjustment. It takes time for the market to enrich the demand of small sellers for dropshipping or small batches. Only when the quantity is enough can it support this market. Now, if the quantity is not enough, the entry is directly restricted. For AliExpress, a lot of things will be lost.</p><p>\"The market will not give AliExpress trial and error time and cost,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>, Shopee and other cross-border e-commerce platforms are waiting for it to make mistakes. \" The above-mentioned seller said.</p><p>Like Taobao in the early days, small businesses are also the pillars of AliExpress. \"The ceiling of AliExpress is still relatively low. After the policy is introduced, they (AliExpress) will lose a large part of their existing and potential merchants.\" A seller in the men's clothing category told Ran Finance.</p><p>According to the data, AliExpress was established in 2010. During the 2013-2015 period, AliExpress grew rapidly, with the number of buyers growing from 5 million (July 2013 data) to 50 million (October 2015), finally exceeding 100 million users in April 2017 and 150 million users cumulatively by April 2021. This stems from the fact that sellers can directly open stores with an ID card, forming a benign situation in which sellers and buyers grow cyclically with each other, but they also face the same problem as Taobao's early development, that is, fake goods are rampant.</p><p>After that, in order to clean up the platform, AliExpress also began to rectify. A seller recalled that in 2016, AliExpress officially proposed to restrict merchants in several major categories such as footwear, data cables, and wedding dresses. For example, data cables are in great demand, and every consumer will use them. The unit price is a few dollars, but why are closed management? The reason is that many sellers sometimes sell data cables that can't be used, and about 20% of the defective products need to be returned by buyers or reshipped by sellers.</p><p>\"For merchants, (these goods) can't make much money, and they can't lose much money. For platforms, they can't make much money. Take data cables as an example. The platform only charges an 8% handling fee, and the income is only a few cents, but because these products have a defective rate of about 20%, it damages consumers' consumption experience and does great damage to the platform.\" The seller said. In this case, restrictive measures make some sense.</p><p>But even so, the above-mentioned sellers do not agree with AliExpress's current one-size-fits-all approach and prohibiting individual merchants from settling in. He said that it is better to raise the management threshold, raise the assessment standards for each category, and fail to achieve the target clearance. Several other sellers also said that they are not optimistic about the policy of \"strictly restricting entry\", and it is expected that it may be adjusted by the end of 2022.</p><p>In the eyes of these sellers, even if big sellers are refined, they only have a dozen SKUs, and the rest of the categories have to be supplemented by small sellers. However, small sellers currently do not have enough strength to eat the inventory, and AliExpress does not give small sellers time to adjust.</p><p><b>In addition to AliExpress, other businesses in Alibaba's international business segment are showing signs of change</b>。</p><p>In Lazada, another focus of Alibaba's overseas retail business, a document that flowed out in December 2021 showed that Alibaba's long-term goal is to increase the gross merchandise transaction volume (GMV) of the Lazada platform to US $100 billion, reaching the scale of September 2021. 5 times 21 billion dollars. A slide show on Lazada's website shows that the company hopes to eventually be able to serve more than 300 million users, double the number of users in September 2021.</p><p>At the same time, Lazada's independence has been in progress. According to Phoenix Technology, Alibaba Group has negotiated with investors to raise at least US $1 billion for its Southeast Asian e-commerce platform Lazada. The purpose of the financing is to divest Lazada and prepare for a potential IPO. However, Ali canceled talks with potential investors as the two sides reached a deadlock over Lazada's valuation.</p><p>In January 2022, Tencent significantly reduced its holdings of Sea, which seems to represent the end of platform capital going overseas. From this perspective, Lazada's independence process may not stop.</p><p>At Alibaba International Station, an investment promoter in charge of Dongguan said that due to the impact of the epidemic, the business of the international station will grow rapidly in 2020 and 2021. In 2021, the business volume will increase by more than 200%. In 2022, Alibaba International Station will focus on the development of factory supply. To this end, a special factory investment promotion area has been opened. Stores decorated in February will be presented with windows to help with store decoration, product shooting, etc. They strengthened their performance appraisal, and many people came and many people left.</p><p><b>Going overseas, Jiang Fan's challenges outweigh opportunities</b></p><p>There is no doubt that Jiang Fan is a general, and he is also a general highly recognized by Zhang Yong, chairman of the board of directors of Alibaba Group in. Zhang Yong commented on Jiang Fan in an internal letter transferring Jiang Fan to the head of \"Overseas Digital Commerce\", saying, \"Jiang Fan has made important contributions to the wireless, personalized and content-based development of Taobao during his seven years in Taobao, and I look forward to Jiang Fan leading the team to achieve more innovations in the development of overseas markets.\"</p><p>When it comes to Jiang Fan, people inside Ali, as well as those who know Ali, will think of the era when he took over mobile Taobao, leading Ali to realize the leap from the PC era to the mobile Internet era, and keywords such as \"traffic king\", interest recommendation, and live streaming. However, under the challenge of overseas business, it is still unknown whether Jiang Fan can continue his previous glory.</p><p>In the major adjustment of the organizational structure in December 2021, Jiang Fan was appointed to be in charge of the first-level organization of the two overseas businesses of AliExpress and International Trade (ICBU), as well as a number of subsidiaries facing overseas markets such as Lazada. As the head of the \"Overseas Digital Business Sector\".</p><p>Before Jiang Fan, Alibaba's overseas business was decentralized. The former head of AliExpress and ICU business was Dai Shan, and now he is the head of Alibaba's most important Taobao department. Lazada and other businesses were previously partners of Ali, and Peng Lei, the former helm of Alipay, was in charge. Now that Jiang Fan has arrived, he can coordinate the two major businesses, coordinate more human and financial resources, and coordinate policies to the greatest extent.</p><p>But what Jiang Fan faces is how to build a team that can fight and how to deal with a highly complex market.</p><p><b>More and more players are entering the field of cross-border e-commerce, which is not a blank market, but a commercial field full of fierce competition</b>。</p><p>According to 36Kr's overseas news, TikTok Shop (small store) has recently added sites in Thailand, Vietnam and Malaysia, which have been opened to merchants. The registration guide of the merchant center shows that, like the previous policy of small stores in Indonesia and the United Kingdom, the newly added small stores in Thailand, Vietnam and Malaysia only accept local registered merchants. Cross-border business accepts merchants from mainland China and Hong Kong, and is currently facing the UK market.</p><p>After SheIn, another rising D2C fashion e-commerce platform is Cider. In September 2021, Cider completed a US $130 million Series B financing, which is Cider's fourth financing within one year of its establishment. At the beginning of 2022, CBINSIGHTS released a list of unicorns with a valuation of more than US $1 billion in various industries. Cider is one of the only Chinese companies selected in the field of e-commerce and D2C, and its headquarters is Hong Kong.</p><p>A cross-border e-commerce expert said that independent stations are small villas, but many people need to live in cubicles. The significance of the platform is to collect management fees and handling fees, and use platform resources to distribute traffic to big brands. Independent stations are to make traffic into their own small brands, and the platform uses the funds and resources of the platform to make traffic into the platform, and then distribute it to sellers and brand owners.</p><p>An employee of Tiktok once told Rancaijing how they do overseas markets. First, they recruit employees with international backgrounds, and secondly, they conduct a lot of field research. They don't completely rely on the research reports and data of third-party data companies, and do the research of every user in detail on the spot.</p><p>AliExpress, on the other hand, largely outsources the work of sales and investment promotion. This is the same path development of Taobao University and Taobao agency operation institutions formed in the early days of Taobao. AliExpress, established in 2010, is largely a replica of Taobao. When enjoying the successful experience provided by Taobao, it also locked in the ceiling that it can break through.</p><p>The path of Taobao's rise is to distribute goods widely. A large number of small sellers have moved online, relying on better cost performance than offline. This is how camel clothing rose in those days. Online was a boss, offline was a boss, and two people fought. As a result, around Taobao e-commerce business, Alibaba has formed Alimama, Cainiao and Alipay, covering marketing, logistics and payment.</p><p>However, on AliExpress, there are not many sellers who can fully sell foreign trade clothes, and they are concentrated on big sellers. A seller said that many big buyers are developed for foreign trade, such as Malaysian clothing, but this kind of clothing is rare in the spot market, which leads to the inability of small businesses to sell it, because small sellers can't eat such a large inventory, and they won't have much energy to do research and development.</p><p>Lazada is the first e-commerce program in Southeast Asia with a built-in live broadcast section, enabling you to watch and buy. But Shopee goes one step further. It provides live broadcast connection function. An important reason why buyers prefer to shop on Shopee Live is the opportunity to co-host the live broadcast with the livestreamer, allowing users to fully participate in the live broadcast.</p><p>The sensitivity of the organization and the slow movement have left Lazada one step behind in the Southeast Asian market. Although Lazada still has an advantage in terms of logistics/seller services, Shopee seems to be more dynamic in terms of customer service and operational activities. \"LatePost) compares Shopee to<a href=\"https://laohu8.com/S/PDD\">Pinduoduo</a>, the latter relied on social fission and sinking the market to open a breakthrough from e-commerce giant Alibaba.</p><p>\"Cross-border e-commerce is a trillion-dollar market. From this aspect, Alibaba's overseas business is still full of opportunities.\" The above-mentioned cross-border e-commerce expert said.</p><p><b>Ali's overseas battle must be won</b></p><p>After Alibaba was founded in 1999, it took more than a year to establish five battlefields around the world: mainland China, Hong Kong, the United States, Europe and South Korea. However, when the Internet bubble burst in 2000, it quickly shrank and implemented the \"Three B To C Strategy\", that is, Back To China, Back To Coast, Back To Center.</p><p>By 2010, Alibaba's tentacles had extended overseas, successively establishing AliExpress and investing in overseas e-commerce companies such as Lazada. In terms of strategy, Ali also proposed three major strategies: globalization, rural e-commerce and big data in 2014, and reiterated them as globalization, domestic demand, big data and cloud computing in 2019. It can be seen that globalization has always remained the same in the strategic adjustment over the years.</p><p>In 2018, Ali's overseas strategy is also subdivided into: dual overseas channels, eight overseas operation centers, and key brand support plans. Among them, the dual channels for going overseas are Mobile Taobao (mainly AliExpress), which serves overseas Chinese, and Lazada, which serves local consumers in Southeast Asia.</p><p>Wang Huiwen once commented on Taobao in his speech in Tsinghua University, calling it a typical bilateral network effect. For every additional user of Taobao, the value will increase a little, but there is too much relationship between users. However, Taobao has achieved today, and there are still more and more competitors, which shows that Taobao's scale effect is not strong enough, and it has not opened the gap with latecomers in terms of cost or experience.</p><p><b>From the logic of platform development, it is also the only way to go overseas and seek a larger market and more users. In the face of difficulties and weakness, this need is even more urgent</b>。</p><p>On February 24, Alibaba handed over its lower-than-expected financial report for the third quarter of fiscal year 2022. From the data point of view, in the third quarter of fiscal year 2022, Alibaba's revenue was 242.58 billion yuan (RMB, the same unless specified below), which was lower than the market estimate of 246.366 billion yuan, a year-on-year increase of only 10%. Among them, the revenue of the core business China commercial segment only increased by 7% year-on-year. In terms of net profit, it recorded 20.429 billion yuan in the fourth quarter, far lower than market expectations of 31.54 billion yuan, a year-on-year decrease of 75%.</p><p>In terms of sectors, Chinese business is the main source of Ali's income. According to the financial report data for the third quarter of fiscal year 2022, in the third quarter of fiscal year 2022, Alibaba China's commercial revenue was 172.226 billion yuan, accounting for 71.0% of total revenue. Followed by cloud business (19.539 billion yuan), international business (16.449 billion yuan), as well as rookie (13.078 billion yuan) and local life services (12.141 billion yuan).</p><p>In this quarter, Taote became the main contributor to the growth of China's commercial sector. The data shows that as of December 31, 2021, Ali has 979 million users from the Chinese market, an increase of 26 million. Among them, the growth of domestic users mainly comes from Taote and local life fields, with an increase of 17 million in a single quarter.</p><p><img src=\"https://static.tigerbbs.com/3b59a247b733a9a8fd8cd535ae75e224\" tg-width=\"369\" tg-height=\"196\" referrerpolicy=\"no-referrer\"/></p><p>Source/Burning Finance Screenshot</p><p>However, the Chinese business sector, which has returned to Ali's core, is under high pressure and has slowed down in growth, which has been repeatedly discussed in the past two years. Ran Finance also saw in Ali's financial report for the third quarter of fiscal year 2022 that Ali's customer management revenue in the third quarter of fiscal year 2022 was 100.089 billion yuan, a decrease of 1% from 101.449 billion yuan in the same period of the previous year. The reason for the decrease was \"mainly due to slowing market conditions and competition, resulting in Taobao and Tmall's online physical goods GMV (excluding unpaid orders) recording single-digit growth year-on-year.\"</p><p>In terms of market slowdown, data from the National Bureau of Statistics show that in December 2021, the total retail sales of domestic consumer goods only achieved single-digit growth-in December 2021, the total retail sales of consumer goods were 4,126.9 billion yuan, a year-on-year increase of 1.7%. Among them, the retail sales of consumer goods other than automobiles were 3,661.8 billion yuan, an increase of 3.0%. In 2021, the entire retail market of consumer goods will increase by 12.5% compared with 2020. After deducting price factors, the total retail sales of consumer goods in 2021 will actually increase by 10.7% compared with the previous year.</p><p><b>The domestic retail consumer market has fallen into a period of low growth, which puts pressure on Alibaba's main business growth and profit margins</b>。</p><p>At the same time, market competition is intensifying. Needless to say, Pinduoduo, which relies on low prices to erode the sinking market, has domestic<a href=\"https://laohu8.com/S/DYIN\">Douyin</a>The rise of e-commerce and Kuaishou e-commerce is harvesting the market. According to media reports, the GMV scale of Douyin e-commerce in 2021 will be 700-800 billion yuan, while Kuaishou e-commerce has achieved the goal of 650 billion yuan. It can be said that the e-commerce market is always reforming efficiency, and new giants are constantly entering..</p><p>Many consumers told Ran Finance that their shopping habits have shifted to channels such as Pinduoduo and Douyin, and Taobao is no longer the first choice.</p><p>In this context, it is feasible to turn to overseas and global markets to seek new growth points. In December 2021, when Ali was transferred to Jiang Fan as the head of \"overseas digital commerce\", some analysts pointed out that this move was intended to make good use of Jiang Fan's pioneering and innovative ability to bring new opportunities to the overseas e-commerce market. growth momentum to achieve growth.</p><p>After all, Ali has high hopes for overseas markets. On Double 11 in 2014, Jack Ma, founder of Alibaba Group, proposed that \"within ten years, half of Alibaba's revenue should come from overseas customers.\" In 2017, Jack Ma wrote in a letter to investors: By 2036, Alibaba will be able to serve 2 billion consumers around the world. Zhang Yong also expressed at the 2021 fiscal year annual results conference call that he hopes to \"double the base of overseas consumers as soon as possible in the next few years.\"</p><p>The just-released financial report for the third quarter of fiscal year 2022 has a deadline of December 31, 2021, and Jiang Fan's new appointment date is January 1, 2022. In other words, the data of Ali International Business in the financial report did not show Jiang Fan's achievements. But the current data is also Jiang Fan's starting point. How will Jiang Fan's \"going out to sea\" go in the future, the data will give answers one by one.</p><p>* Zhang Jie is a pseudonym in the text.</p><p></body></html></p>","source":"lsy1601869087353","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Jiang Fan \"went to sea\" for nearly 100 days, how did he do?</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nJiang Fan \"went to sea\" for nearly 100 days, how did he do?\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">燃财经</strong><span class=\"h-time small\">2022-03-01 23:02</span>\n</p>\n</h4>\n</header>\n<article>\n<p><html><head></head><body>Author: Yan Junwen</p><p>December 6, 2021,<a href=\"https://laohu8.com/S/BABA\">Alibaba</a>After a new round of major organizational structure adjustments, Jiang Fan was transferred to the head of \"Overseas Digital Commerce\", and the new position will take effect from January 1, 2022.</p><p>In the blink of an eye, March has arrived. 85 days have passed since Jiang Fan's new appointment was announced, nearly 100 days, and it has been more than two months since he took up his new appointment. A number of AliExpress sellers, Lazada employees, and institutional service providers told Ran Finance that they have not communicated with Jiang Fan in public, and have not even seen the first platform policy he directly released, and they are still unsure about this person. The idea of a 37-year-old young and handsome talent.</p><p>Ran Finance also noticed that although Jiang Fan is highly valued within Ali, he is Ali's youngest partner, and has the title of \"Traffic King\" for bringing Ali from the PC era into the mobile Internet era in one fell swoop, Jiang Fan is very low-key in the past two years, and it is difficult to see him appear in public reports. Even though he is still participating in Alibaba's activities and giving speeches, there is almost no news exposure.</p><p>But under the calm surface, Ali's overseas business is also changing. The shock first came from AliExpress. From November to December 2021, AliExpress released a number of adjustment policies, including: prohibiting individual merchants from settling in; Raise the entry threshold of large clothing categories, and implement invitation or qualified professional sellers to settle in, such as preferred brand owners, factory merchants, traders and official distributors; And increase assessment, conduct real-time assessment of stores, clear zombie shops, and conduct sales assessment of stores for more than one year.</p><p>Lazada has also updated two policies on product listing, including: prohibiting the use of animations in product images, and prohibiting low-priced traffic through variants. At the same time, Lazada is also competing fiercely with Shopee in terms of talent.</p><p>A person close to Lazada said that Lazada and Shopee are \"robbing people\" recently. They all hold their own presentations on the recruitment of the three famous universities in Singapore (National University of Singapore, Nanyang Technological University, and Singapore Management University).</p><p>For example, in terms of salary, Shopee's data analysis position offers 5,500 Singapore dollars (about 26,000 yuan, position: data analyst) and 6,500 Singapore dollars (about 30,000 yuan, position: data scientist) in order to steal people from Lazada. salary, while the salary of ordinary fresh graduates in Singapore is between 3,500-4,000 Singapore dollars (about 16,000-19,000 yuan).</p><p><b>Domestic business is under pressure, and overseas carries Alibaba's unlimited imagination and hope</b>。 On the past February 24, Alibaba Group disclosed its performance for the third quarter of fiscal year 2022 (October to December 2021). The data shows that as of December 31, 2021, Alibaba's consumers in the Chinese market have increased to 979 million. It is expected that the goal of reaching 1 billion domestic annual active consumers by the end of this fiscal year will be completed as planned.</p><p>But 1 billion, more accurately, means that growth is against the ceiling. In China with a population of 1.4 billion, after reaching 1 billion users, it is a matter of high cost and little effect to tap room for growth. As a result, overseas has naturally become a new imagination space for growth.</p><p>Ran Finance noticed that as early as 2010, Ali's business tentacles even reached overseas markets. In 2014, Ali also proposed three major strategies: globalization, rural e-commerce and big data. In 2019, they were reiterated as globalization, domestic demand, big data and cloud computing, and they basically continue to this day. It can be seen that even though the strategy has been adjusted, globalization has always been the focus of the business.</p><p>But overseas business is not an easy bone to chew. According to Alibaba's performance data for the third quarter of fiscal year 2022, as of December 31, 2021, Alibaba's overseas market consumers were 301 million. Since Ali established the cross-border e-commerce business segment \"Alibaba International Station\" in 1999, established AliExpress, China's largest cross-border export platform in 2010, acquired a controlling stake in Lazada in 2016, and other overseas e-commerce companies. In the past few years, Ali is still a little far away from its vision of serving 2 billion global consumers.</p><p><b>The complexity of overseas markets is also difficult to estimate</b>。 In the Russian and European markets where AliExpress focuses, Russia is suffering from the influence of international geopolitics, falling into war and international sanctions, and its future business prospects are not clear; On February 18, 2022, AliExpress was included in the \"Evil Market List\" by the United States; Ali also pointed out in its financial report for the third quarter of fiscal year 2022 that the EU issued a new policy in July 2021 to cancel import value-added tax exemption for products below 22 euros, which is also expected to affect AliExpress's business.</p><p><b>In addition, there are overseas e-commerce peers from China, such as Byte's Tiktok,<a href=\"https://laohu8.com/S/00700\">Tencent</a>Shopee's pressure</b>。 Data show that Tiktok has focused on the development of e-commerce business and has opened up the US market. according to<a href=\"https://laohu8.com/S/KRKR\">36 Krypton</a>According to the news, Tiktok Shop (small store) has recently added sites in Thailand, Vietnam and Malaysia, which have been opened to merchants.</p><p>In addition, independent websites are becoming a new model of cross-border e-commerce. SheIn, an emerging fashion clothing company, is relying on foreign social media diversion to build private domain traffic, becoming a giant with a valuation of 100 billion dollars. In Southeast Asia, Shopee's market share has surpassed Lazaada, and its parent company Sea has also been listed.</p><p>Moreover, in Southeast Asia, the Middle East, Africa, South America and other places, localized e-commerce is booming. For example, African e-commerce Jumia went public in 2019.</p><p>In 2013, Ali proposed \"all in wireless\", and Jiang Fan became the one to carry the banner, taking over mobile Taobao, bringing Ali from the PC era into the mobile Internet era, and opening a new chapter in Taobao. Since then, the search recommendation and live delivery led by Jiang Fan have also brought new growth points to Taobao's traffic and sales. In December 2021, when Ali announced organizational adjustments and transferred Jiang Fan to overseas business, the market also had different opinions.</p><p>But in any case, overseas business will become the watershed or touchstone of Jiang Fan's Ali career. If it is done well, it will naturally return to the core. If it is not done well, it may be a proverb, and Jiang Fan will become a marginal figure of Ali.</p><p><b>New changes in Ali's overseas markets, AliExpress is trying to \"Tmall\"?</b></p><p>According to Alibaba's financial report, Alibaba's international business segment includes two businesses: international retail and international wholesale.</p><p>The international retail business mainly includes subsidiaries such as Lazada, AliExpress, Trendyol and Daraz. AliExpress focuses on the Russian and European markets, Lazada focuses on Southeast Asia, Trendyol is the largest e-commerce platform in Turkey, and Daraz focuses on Pakistan and Bangladesh South Asian countries operate. The international wholesale business is mainly Alibaba.com for international buyers and sellers (B2B e-commerce).</p><p>Based on comprehensive public reports and what Ran Finance has learned, the biggest change occurred in AliExpress. In particular, the sudden increase in the entry threshold has left many businesses at a loss. \"The policy was released in December 2021. I didn't expect it to be implemented so strictly. My entire service chain has been broken. I am now considering changing my career.\" said Zhang Jie, a service provider who has been doing AliExpress for 7 years.</p><p>According to Zhang Jie's description, this policy came out very suddenly, and there was no notification in the DingTalk group, and the investment manager who contacted her didn't know her. When she asked the waiter at the investment promotion meeting held by AliExpress in December 2021, the other party said, \"<b>AliExpress wants to recruit high-quality merchants to settle in, and there is no room for policy negotiation</b>。”</p><p>AliExpress officially invited Zhang Jie to train brand owners, but she refused. First, she was angry, and second, she thought that brand owners couldn't do it. The brand value is there, and the price is there; \"In addition, the styles of brands are limited. AliExpress is a distribution platform. A store must have three or five hundred models before you will have traffic.\"</p><p><b>In addition to raising the entry threshold, AliExpress has also strengthened the assessment of merchants settled in big clothing and other categories</b>。 The first assessment date is January 14, 2022. According to the news of Yibang Power Network, taking the big clothing category as an example, the annual transaction volume of old merchants who have opened stores for more than 2 years needs to reach more than 10,000 USD (about 60,000 RMB); For new merchants who have opened stores for more than one year but less than two years, the annual transaction volume of the store needs to reach more than 5,000 USD (about 30,000 RMB).</p><p><b>To some extent, expelling individual merchants and focusing on guiding brand merchants are quite \"Tmall\"</b>。</p><p>It's just that for merchants, it's unacceptable that AliExpress is so \"decisive\". A big AliExpress seller with 8 years of experience said that he didn't know why there was a sudden policy adjustment during Alibaba's personnel adjustment, and he didn't set aside time for market adjustment. It takes time for the market to enrich the demand of small sellers for dropshipping or small batches. Only when the quantity is enough can it support this market. Now, if the quantity is not enough, the entry is directly restricted. For AliExpress, a lot of things will be lost.</p><p>\"The market will not give AliExpress trial and error time and cost,<a href=\"https://laohu8.com/S/AMZN\">Amazon</a>, Shopee and other cross-border e-commerce platforms are waiting for it to make mistakes. \" The above-mentioned seller said.</p><p>Like Taobao in the early days, small businesses are also the pillars of AliExpress. \"The ceiling of AliExpress is still relatively low. After the policy is introduced, they (AliExpress) will lose a large part of their existing and potential merchants.\" A seller in the men's clothing category told Ran Finance.</p><p>According to the data, AliExpress was established in 2010. During the 2013-2015 period, AliExpress grew rapidly, with the number of buyers growing from 5 million (July 2013 data) to 50 million (October 2015), finally exceeding 100 million users in April 2017 and 150 million users cumulatively by April 2021. This stems from the fact that sellers can directly open stores with an ID card, forming a benign situation in which sellers and buyers grow cyclically with each other, but they also face the same problem as Taobao's early development, that is, fake goods are rampant.</p><p>After that, in order to clean up the platform, AliExpress also began to rectify. A seller recalled that in 2016, AliExpress officially proposed to restrict merchants in several major categories such as footwear, data cables, and wedding dresses. For example, data cables are in great demand, and every consumer will use them. The unit price is a few dollars, but why are closed management? The reason is that many sellers sometimes sell data cables that can't be used, and about 20% of the defective products need to be returned by buyers or reshipped by sellers.</p><p>\"For merchants, (these goods) can't make much money, and they can't lose much money. For platforms, they can't make much money. Take data cables as an example. The platform only charges an 8% handling fee, and the income is only a few cents, but because these products have a defective rate of about 20%, it damages consumers' consumption experience and does great damage to the platform.\" The seller said. In this case, restrictive measures make some sense.</p><p>But even so, the above-mentioned sellers do not agree with AliExpress's current one-size-fits-all approach and prohibiting individual merchants from settling in. He said that it is better to raise the management threshold, raise the assessment standards for each category, and fail to achieve the target clearance. Several other sellers also said that they are not optimistic about the policy of \"strictly restricting entry\", and it is expected that it may be adjusted by the end of 2022.</p><p>In the eyes of these sellers, even if big sellers are refined, they only have a dozen SKUs, and the rest of the categories have to be supplemented by small sellers. However, small sellers currently do not have enough strength to eat the inventory, and AliExpress does not give small sellers time to adjust.</p><p><b>In addition to AliExpress, other businesses in Alibaba's international business segment are showing signs of change</b>。</p><p>In Lazada, another focus of Alibaba's overseas retail business, a document that flowed out in December 2021 showed that Alibaba's long-term goal is to increase the gross merchandise transaction volume (GMV) of the Lazada platform to US $100 billion, reaching the scale of September 2021. 5 times 21 billion dollars. A slide show on Lazada's website shows that the company hopes to eventually be able to serve more than 300 million users, double the number of users in September 2021.</p><p>At the same time, Lazada's independence has been in progress. According to Phoenix Technology, Alibaba Group has negotiated with investors to raise at least US $1 billion for its Southeast Asian e-commerce platform Lazada. The purpose of the financing is to divest Lazada and prepare for a potential IPO. However, Ali canceled talks with potential investors as the two sides reached a deadlock over Lazada's valuation.</p><p>In January 2022, Tencent significantly reduced its holdings of Sea, which seems to represent the end of platform capital going overseas. From this perspective, Lazada's independence process may not stop.</p><p>At Alibaba International Station, an investment promoter in charge of Dongguan said that due to the impact of the epidemic, the business of the international station will grow rapidly in 2020 and 2021. In 2021, the business volume will increase by more than 200%. In 2022, Alibaba International Station will focus on the development of factory supply. To this end, a special factory investment promotion area has been opened. Stores decorated in February will be presented with windows to help with store decoration, product shooting, etc. They strengthened their performance appraisal, and many people came and many people left.</p><p><b>Going overseas, Jiang Fan's challenges outweigh opportunities</b></p><p>There is no doubt that Jiang Fan is a general, and he is also a general highly recognized by Zhang Yong, chairman of the board of directors of Alibaba Group in. Zhang Yong commented on Jiang Fan in an internal letter transferring Jiang Fan to the head of \"Overseas Digital Commerce\", saying, \"Jiang Fan has made important contributions to the wireless, personalized and content-based development of Taobao during his seven years in Taobao, and I look forward to Jiang Fan leading the team to achieve more innovations in the development of overseas markets.\"</p><p>When it comes to Jiang Fan, people inside Ali, as well as those who know Ali, will think of the era when he took over mobile Taobao, leading Ali to realize the leap from the PC era to the mobile Internet era, and keywords such as \"traffic king\", interest recommendation, and live streaming. However, under the challenge of overseas business, it is still unknown whether Jiang Fan can continue his previous glory.</p><p>In the major adjustment of the organizational structure in December 2021, Jiang Fan was appointed to be in charge of the first-level organization of the two overseas businesses of AliExpress and International Trade (ICBU), as well as a number of subsidiaries facing overseas markets such as Lazada. As the head of the \"Overseas Digital Business Sector\".</p><p>Before Jiang Fan, Alibaba's overseas business was decentralized. The former head of AliExpress and ICU business was Dai Shan, and now he is the head of Alibaba's most important Taobao department. Lazada and other businesses were previously partners of Ali, and Peng Lei, the former helm of Alipay, was in charge. Now that Jiang Fan has arrived, he can coordinate the two major businesses, coordinate more human and financial resources, and coordinate policies to the greatest extent.</p><p>But what Jiang Fan faces is how to build a team that can fight and how to deal with a highly complex market.</p><p><b>More and more players are entering the field of cross-border e-commerce, which is not a blank market, but a commercial field full of fierce competition</b>。</p><p>According to 36Kr's overseas news, TikTok Shop (small store) has recently added sites in Thailand, Vietnam and Malaysia, which have been opened to merchants. The registration guide of the merchant center shows that, like the previous policy of small stores in Indonesia and the United Kingdom, the newly added small stores in Thailand, Vietnam and Malaysia only accept local registered merchants. Cross-border business accepts merchants from mainland China and Hong Kong, and is currently facing the UK market.</p><p>After SheIn, another rising D2C fashion e-commerce platform is Cider. In September 2021, Cider completed a US $130 million Series B financing, which is Cider's fourth financing within one year of its establishment. At the beginning of 2022, CBINSIGHTS released a list of unicorns with a valuation of more than US $1 billion in various industries. Cider is one of the only Chinese companies selected in the field of e-commerce and D2C, and its headquarters is Hong Kong.</p><p>A cross-border e-commerce expert said that independent stations are small villas, but many people need to live in cubicles. The significance of the platform is to collect management fees and handling fees, and use platform resources to distribute traffic to big brands. Independent stations are to make traffic into their own small brands, and the platform uses the funds and resources of the platform to make traffic into the platform, and then distribute it to sellers and brand owners.</p><p>An employee of Tiktok once told Rancaijing how they do overseas markets. First, they recruit employees with international backgrounds, and secondly, they conduct a lot of field research. They don't completely rely on the research reports and data of third-party data companies, and do the research of every user in detail on the spot.</p><p>AliExpress, on the other hand, largely outsources the work of sales and investment promotion. This is the same path development of Taobao University and Taobao agency operation institutions formed in the early days of Taobao. AliExpress, established in 2010, is largely a replica of Taobao. When enjoying the successful experience provided by Taobao, it also locked in the ceiling that it can break through.</p><p>The path of Taobao's rise is to distribute goods widely. A large number of small sellers have moved online, relying on better cost performance than offline. This is how camel clothing rose in those days. Online was a boss, offline was a boss, and two people fought. As a result, around Taobao e-commerce business, Alibaba has formed Alimama, Cainiao and Alipay, covering marketing, logistics and payment.</p><p>However, on AliExpress, there are not many sellers who can fully sell foreign trade clothes, and they are concentrated on big sellers. A seller said that many big buyers are developed for foreign trade, such as Malaysian clothing, but this kind of clothing is rare in the spot market, which leads to the inability of small businesses to sell it, because small sellers can't eat such a large inventory, and they won't have much energy to do research and development.</p><p>Lazada is the first e-commerce program in Southeast Asia with a built-in live broadcast section, enabling you to watch and buy. But Shopee goes one step further. It provides live broadcast connection function. An important reason why buyers prefer to shop on Shopee Live is the opportunity to co-host the live broadcast with the livestreamer, allowing users to fully participate in the live broadcast.</p><p>The sensitivity of the organization and the slow movement have left Lazada one step behind in the Southeast Asian market. Although Lazada still has an advantage in terms of logistics/seller services, Shopee seems to be more dynamic in terms of customer service and operational activities. \"LatePost) compares Shopee to<a href=\"https://laohu8.com/S/PDD\">Pinduoduo</a>, the latter relied on social fission and sinking the market to open a breakthrough from e-commerce giant Alibaba.</p><p>\"Cross-border e-commerce is a trillion-dollar market. From this aspect, Alibaba's overseas business is still full of opportunities.\" The above-mentioned cross-border e-commerce expert said.</p><p><b>Ali's overseas battle must be won</b></p><p>After Alibaba was founded in 1999, it took more than a year to establish five battlefields around the world: mainland China, Hong Kong, the United States, Europe and South Korea. However, when the Internet bubble burst in 2000, it quickly shrank and implemented the \"Three B To C Strategy\", that is, Back To China, Back To Coast, Back To Center.</p><p>By 2010, Alibaba's tentacles had extended overseas, successively establishing AliExpress and investing in overseas e-commerce companies such as Lazada. In terms of strategy, Ali also proposed three major strategies: globalization, rural e-commerce and big data in 2014, and reiterated them as globalization, domestic demand, big data and cloud computing in 2019. It can be seen that globalization has always remained the same in the strategic adjustment over the years.</p><p>In 2018, Ali's overseas strategy is also subdivided into: dual overseas channels, eight overseas operation centers, and key brand support plans. Among them, the dual channels for going overseas are Mobile Taobao (mainly AliExpress), which serves overseas Chinese, and Lazada, which serves local consumers in Southeast Asia.</p><p>Wang Huiwen once commented on Taobao in his speech in Tsinghua University, calling it a typical bilateral network effect. For every additional user of Taobao, the value will increase a little, but there is too much relationship between users. However, Taobao has achieved today, and there are still more and more competitors, which shows that Taobao's scale effect is not strong enough, and it has not opened the gap with latecomers in terms of cost or experience.</p><p><b>From the logic of platform development, it is also the only way to go overseas and seek a larger market and more users. In the face of difficulties and weakness, this need is even more urgent</b>。</p><p>On February 24, Alibaba handed over its lower-than-expected financial report for the third quarter of fiscal year 2022. From the data point of view, in the third quarter of fiscal year 2022, Alibaba's revenue was 242.58 billion yuan (RMB, the same unless specified below), which was lower than the market estimate of 246.366 billion yuan, a year-on-year increase of only 10%. Among them, the revenue of the core business China commercial segment only increased by 7% year-on-year. In terms of net profit, it recorded 20.429 billion yuan in the fourth quarter, far lower than market expectations of 31.54 billion yuan, a year-on-year decrease of 75%.</p><p>In terms of sectors, Chinese business is the main source of Ali's income. According to the financial report data for the third quarter of fiscal year 2022, in the third quarter of fiscal year 2022, Alibaba China's commercial revenue was 172.226 billion yuan, accounting for 71.0% of total revenue. Followed by cloud business (19.539 billion yuan), international business (16.449 billion yuan), as well as rookie (13.078 billion yuan) and local life services (12.141 billion yuan).</p><p>In this quarter, Taote became the main contributor to the growth of China's commercial sector. The data shows that as of December 31, 2021, Ali has 979 million users from the Chinese market, an increase of 26 million. Among them, the growth of domestic users mainly comes from Taote and local life fields, with an increase of 17 million in a single quarter.</p><p><img src=\"https://static.tigerbbs.com/3b59a247b733a9a8fd8cd535ae75e224\" tg-width=\"369\" tg-height=\"196\" referrerpolicy=\"no-referrer\"/></p><p>Source/Burning Finance Screenshot</p><p>However, the Chinese business sector, which has returned to Ali's core, is under high pressure and has slowed down in growth, which has been repeatedly discussed in the past two years. Ran Finance also saw in Ali's financial report for the third quarter of fiscal year 2022 that Ali's customer management revenue in the third quarter of fiscal year 2022 was 100.089 billion yuan, a decrease of 1% from 101.449 billion yuan in the same period of the previous year. The reason for the decrease was \"mainly due to slowing market conditions and competition, resulting in Taobao and Tmall's online physical goods GMV (excluding unpaid orders) recording single-digit growth year-on-year.\"</p><p>In terms of market slowdown, data from the National Bureau of Statistics show that in December 2021, the total retail sales of domestic consumer goods only achieved single-digit growth-in December 2021, the total retail sales of consumer goods were 4,126.9 billion yuan, a year-on-year increase of 1.7%. Among them, the retail sales of consumer goods other than automobiles were 3,661.8 billion yuan, an increase of 3.0%. In 2021, the entire retail market of consumer goods will increase by 12.5% compared with 2020. After deducting price factors, the total retail sales of consumer goods in 2021 will actually increase by 10.7% compared with the previous year.</p><p><b>The domestic retail consumer market has fallen into a period of low growth, which puts pressure on Alibaba's main business growth and profit margins</b>。</p><p>At the same time, market competition is intensifying. Needless to say, Pinduoduo, which relies on low prices to erode the sinking market, has domestic<a href=\"https://laohu8.com/S/DYIN\">Douyin</a>The rise of e-commerce and Kuaishou e-commerce is harvesting the market. According to media reports, the GMV scale of Douyin e-commerce in 2021 will be 700-800 billion yuan, while Kuaishou e-commerce has achieved the goal of 650 billion yuan. It can be said that the e-commerce market is always reforming efficiency, and new giants are constantly entering..</p><p>Many consumers told Ran Finance that their shopping habits have shifted to channels such as Pinduoduo and Douyin, and Taobao is no longer the first choice.</p><p>In this context, it is feasible to turn to overseas and global markets to seek new growth points. In December 2021, when Ali was transferred to Jiang Fan as the head of \"overseas digital commerce\", some analysts pointed out that this move was intended to make good use of Jiang Fan's pioneering and innovative ability to bring new opportunities to the overseas e-commerce market. growth momentum to achieve growth.</p><p>After all, Ali has high hopes for overseas markets. On Double 11 in 2014, Jack Ma, founder of Alibaba Group, proposed that \"within ten years, half of Alibaba's revenue should come from overseas customers.\" In 2017, Jack Ma wrote in a letter to investors: By 2036, Alibaba will be able to serve 2 billion consumers around the world. Zhang Yong also expressed at the 2021 fiscal year annual results conference call that he hopes to \"double the base of overseas consumers as soon as possible in the next few years.\"</p><p>The just-released financial report for the third quarter of fiscal year 2022 has a deadline of December 31, 2021, and Jiang Fan's new appointment date is January 1, 2022. In other words, the data of Ali International Business in the financial report did not show Jiang Fan's achievements. But the current data is also Jiang Fan's starting point. How will Jiang Fan's \"going out to sea\" go in the future, the data will give answers one by one.</p><p>* Zhang Jie is a pseudonym in the text.</p><p></body></html></p>\n<div class=\"bt-text\">\n\n\n<p> source:<a href=\"https://mp.weixin.qq.com/s?__biz=MzUyNzcxNTgxOQ==&mid=2247559581&idx=1&sn=70d6a9182bb7cc2d9023ab8c42272699&chksm=fa78f519cd0f7c0fd10ec8153907d536906f276d129680c23763c491cfe9c6dd5befe3f60d1d#rd\">燃财经</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/73cd2c514ada0152ef03e12377649025","relate_stocks":{"BABA":"阿里巴巴","09988":"阿里巴巴-W"},"source_url":"https://mp.weixin.qq.com/s?__biz=MzUyNzcxNTgxOQ==&mid=2247559581&idx=1&sn=70d6a9182bb7cc2d9023ab8c42272699&chksm=fa78f519cd0f7c0fd10ec8153907d536906f276d129680c23763c491cfe9c6dd5befe3f60d1d#rd","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"2216019224","content_text":"作者:闫俊文2021年12月6日,阿里巴巴进行新一轮组织架构大调整,蒋凡被调任“海外数字商业”负责人,新职位从2022年1月1日生效。转眼三月到来,距离蒋凡的新任命发布已经85天过去,接近百日,履新也已两月有余。多位速卖通卖家、Lazada员工以及机构服务商告诉燃财经,他们尚未在公开场合与蒋凡有过交流,甚至还没有见识到他直接发布的第一个平台政策,还摸不准这位年仅37岁年轻帅才的想法。燃财经也留意到,虽然蒋凡在阿里内部颇受重视,是阿里最年轻的合伙人,还因将阿里从PC时代一举带入移动互联网时代而有“流量王”的称号,但这两年蒋凡却十分低调,很难见其出现在公开报道中,即使仍在参与阿里巴巴的活动并发表演讲,却几乎没有新闻曝光。不过在平静的表面之下,阿里的海外业务也在发生变化。震荡先从速卖通传来。2021年11月到12月,速卖通释放多个调整政策,包括:禁止个体商户入驻;提高大服饰类目入驻门槛,实行邀约入驻或者有资质的专业卖家入驻,比如优选品牌商、工厂商家、贸易商以及官方铺货商;并且增加考核,对店铺进行实时考核,清退僵尸店铺,一年以上的店铺进行销售考核等。Lazada也更新了两项关于产品上架的政策,包括:产品图片禁止使用动图,以及禁止通过变体低价获取流量等。同时,Lazada还在人才方面与Shopee展开激烈竞争。一位接近Lazada的人士说,最近Lazada和Shopee正在“抢人”,在新加坡三大名校( 新加坡国立大学、南洋理工大学、新加坡管理大学 )的校招上,他们都办各自的宣讲会。比如在薪水上,Shopee的数据分析岗位为了从Lazada抢人,开出5500新加坡元( 约2.6万元人民币,职位:数据分析师 )和6500新加坡元( 约3.0万元人民币,职位:数据科学家 )的薪水,而新加坡普通应届毕业生的薪水在3500-4000新加坡元( 约1.6-1.9万元人民币 )之间。国内商业承压,海外承载了阿里的无限想象空间和希望 。在刚刚过去的2月24日,阿里巴巴集团披露了2022财年第三季度( 2021年10月至12月 )业绩,数据显示,截至2021年12月31日阿里巴巴中国市场消费者增至9.79亿,预计本财年末国内年度活跃消费者达10亿的目标将按计划完成。但10亿更为准确地来说,意味着增长抵住天花板。在14亿人口的中国,达到10亿用户之后,要想再挖掘增长空间,是一件成本高、收效微的事情。于是,海外顺理成章成了新的增长想象空间。燃财经留意到,早在2010年,阿里的业务触角就甚至海外市场。2014年,阿里还提出全球化、农村电商和大数据三大战略,并在2019年重申为全球化、内需、大数据和云计算,并基本延续至今。可以看到,即使战略有所调整,但全球化一直是业务重点。但海外业务却不是一块好啃的骨头。同据阿里2022财年第三季度业绩数据,截至2021年12月31日阿里巴巴海外市场消费者为3.01亿。自1999年阿里成立布局跨境电商业务板块“阿里巴巴国际站”,2010年成立中国最大的跨境出口平台速卖通,2016年收购Lazada控股权,以及其他海外电商公司,数年过去,阿里距离其服务20亿全球消费者的愿景还有些遥远。海外市场的复杂程度也难以估量 。在速卖通主攻的俄罗斯及欧洲市场,俄罗斯正在遭受来自国际地缘政治的影响,陷入了战争与国际制裁,未来商业前景并不明确;2022年2月18日,速卖通被美国列入“恶市场名单”;阿里在2022财年第三季度财报中还指出,欧盟于2021年7月发布的取消对22欧元以下产品的进口增值税豁免新政,预计也将影响速卖通业务。此外还有来自中国的出海电商同行,比如字节的Tiktok、腾讯的Shopee的压力 。资料显示,Tiktok已经将电商业务作为重点发展,并且已经打开了美国市场。根据36氪消息,Tiktok Shop( 小店 )近期新增泰国、越南和马来西亚站点,已对商家开放。另外,独立站正在成为跨境电商的新模式,新兴的时尚服装公司SheIn正依靠在国外社交媒体导流构建私域流量,成为估值千亿美金的巨头。而东南亚的Shopee市场份额已经超过了Lazaada,其母公司Sea也已经上市。而且,在东南亚、中东以及非洲、南美等地,本地化的电商正在蓬勃兴起,比如非洲电商Jumia在2019年上市。2013年,阿里提出“all in无线”,蒋凡成了扛大旗的那一个,接管手机淘宝,将阿里从PC时代带入移动互联网时代,开启了淘宝的新篇章。此后蒋凡主导推出的搜索推荐、直播带货也给淘宝流量和销售额带来新的增长点。2021年12月,阿里宣布进行组织调整,将蒋凡调至海外业务时,市场也众说纷纭,一说蒋凡被边缘化,一说是看中蒋凡能力,希望其去开疆拓土。但无论如何,海外业务都将成为蒋凡阿里事业的分水岭或者说试金石,做好了或将顺理成章回到核心,若做不好,也许就一语成箴,蒋凡成为阿里的边缘人物。阿里海外市场的新变化,速卖通企图“天猫化”?根据阿里巴巴财报,阿里国际商业板块包括国际零售和国际批发两块业务。国际零售商业业务主要包括Lazada、速卖通、Trendyol及Daraz等子公司,其中速卖通主攻俄罗斯及欧洲市场,Lazada专注于东南亚,Trendyol是土耳其最大电商平台,Daraz专注于在巴基斯坦和孟加拉国南亚国家运营。国际批发业务则主要是面向国际买卖双方( B2B电子商务 )的Alibaba.com。综合公开报道,以及燃财经了解到的情况来看,最大的变动出现在速卖通。尤其是突然提高的入驻门槛,让诸多商家无所适从。“政策是2021年12月出的,没想到会这么严格执行,我整个的服务链条断掉了,我现在考虑改行。”一位做速卖通7年的服务商张洁说。根据张洁描述,这项政策出来得十分突然,没有在钉钉群通知,与她联系的招商经理也未知会她。当她在速卖通2021年12月举办的招商会上询问小二时,对方说,“速卖通要招优质的商家入驻,政策也没有转圜商量的余地。”速卖通官方邀请张洁转去培训品牌商,但她拒绝了,第一是赌气,第二她认为品牌商做不起来,品牌价值在那边,价格摆在那里;“另外,品牌的款式有限,速卖通是一个铺货平台,一个店铺要有三五百个款,你才会有流量。”除了提高入驻门槛外,速卖通还加强了对大服装等类目入驻商家的考核 。第一次考核日期为2022月1月14日。根据亿邦动力网消息,以大服饰类目为例,开店时间2年以上的老商家,店铺年交易额需要达到10000美元( 约6万元人民币 )以上;而开店时间在1年以上但不到2年的新商家,店铺年交易额需要达到5000美元( 约3万元人民币 )以上。从某种程度上来看,驱逐个体商户、重点引导品牌商家,这些举措颇有些“天猫化”的趋势 。只是对于商家来说,速卖通如此“决绝”让人难以接受。一位拥有8年资历的速卖通大卖家说,他不知道为何在阿里巴巴人事调整期间突然出现政策调整,也没有留出时间给市场调整。市场需要时间来丰富小卖家一件代发或者小批量的需求,量足够多才能撑起这个市场,现在是量不够,直接限制入驻,对于速卖通来说,会失去很多东西。“市场不会给速卖通试错时间和成本,亚马逊、Shopee等跨境电商平台正在等着它犯错。”上述卖家说。如同早期的淘宝,小商家也是速卖通的支柱。“速卖通的天花板还是比较低的,政策出台后,他们( 速卖通 )将会失去很大一部分现有和潜在的商家。”一位男装类目的卖家告诉燃财经。资料显示,速卖通于2010年成立。在2013-2015年期间,速卖通发展迅速,买家数量从500万( 2013年7月数据 )增长到5000万( 2015年10月 ),最终在2017年4月突破1亿用户,到2021年4月累计突破1.5亿用户。这源于卖家拿一张身份证就可以直接开店,形成了卖家与买家互相循环增长的良性局面,但也面临着与淘宝发展初期一样的难题,那便是假货横行。之后,为了肃清平台,速卖通也开始整治。一位卖家回忆,2016年,速卖通官方就提出了在鞋类、数据线、婚纱等几个大类目限制性商家入驻。比如数据线,需求量很大,每个消费者都会用到,单价几美元,但为什么封闭式管理?原因就在于很多卖家有时候卖的数据线不能用,大概有20%残次品,就需要买家退货或者卖家重新发货。“ 对于商家来说,( 这些商品 )赚不了多少钱,也亏不了多少钱,对于平台来说,也赚不了多少钱。以数据线为例,平台一件仅收8%的手续费,收入仅几毛钱,但是因为这些产品有大概20%的不良率,损害了消费者的消费体验,对平台损害很大。”这位卖家说道。在这种情况下,限制性举措有一定的意义。但即便如此,上述卖家也不认同速卖通现在一刀切,禁止个体商户入驻的处理方式。他说,还不如提升管理门槛,各个类目提升一下考核标准,做不到目标清退。另外几位卖家也表示,并不看好“严格限制入驻”的政策,预计可能到2022年底就会有所调整。在这些卖家看来,大卖家即便是做精,也仅十几个SKU,剩下的品类要靠小卖家补充。但小卖家当前没有充足的力量吃下库存,速卖通也没有给小卖家调整的时间。除了速卖通之外,阿里巴巴国际商业板块的其他业务也有变动的迹象 。在阿里巴巴海外零售业务的另一重点Lazada,2021年12月流出的一份文档显示,阿里巴巴长期目标是将Lazada平台的商品交易总额 ( GMV ) 提高到1000亿美元,达到2021年9月规模210亿美元的5倍。Lazada网站上的一张幻灯片显示,该公司希望最终能够为逾3亿用户提供服务,是2021年9月用户量的两倍。同时,Lazada的独立也一直在进行中。根据凤凰科技报道,阿里巴巴集团曾与投资者展开磋商,为其东南亚电商平台Lazada融资至少10亿美元,融资的目的是剥离Lazada,为潜在IPO做准备。然而,由于双方在Lazada估值问题上陷入僵局,阿里取消了与潜在投资者的谈判。2022年1月,腾讯大幅减持Sea,似乎代表着平台型资本出海迎来末期,从这个角度看,Lazada的独立进程可能不会停止。在阿里巴巴国际站,一位负责东莞地区的招商人员说,受疫情影响,2020年和2021年,国际站的业务增长很快,2021年,业务量增长200%多。2022年阿里巴巴国际站重点发展工厂货源,为此,专门开辟了工厂招商专区,在2月份装修的店铺,会赠送橱窗,帮助店铺装修,产品拍摄等。他们加强了绩效考核,来的人很多,离职的人也很多。远赴海外,蒋凡的挑战大于机遇蒋凡是一员干将,这是毫无疑问的,也是年阿里巴巴集团董事局主席张勇高度认可的大将。张勇在调任蒋凡为“海外数字商业”负责人的内部信中评价蒋凡说,“蒋凡在大淘宝七年时间,为淘宝的无线化、个性化和内容化发展做出了重要的贡献,期待蒋凡带领团队在海外市场发展中实现更多创新。”提到蒋凡,阿里内部的人,以及了解阿里的人都会想到其接管手淘的时代,带领阿里实现PC时代到移动互联网时代的跨越,“流量王”、兴趣推荐、直播带货等关键词。但在海外业务的挑战下,蒋凡是否还能延续此前的辉煌,还是未知数。在2021年12月的组织架构大调整中,蒋凡被任命分管全球速卖通( AliExpress )和国际贸易( ICBU )两个海外业务的一层组织,以及Lazada等面向海外市场的多家子公司,担任“海外数字商业板块”负责人。而在蒋凡之前,阿里巴巴的海外业务是分散的,全球速卖通和ICU业务前负责人是戴珊,现在是阿里巴巴最重要的大淘系负责人。而Lazada等业务此前是阿里合伙人,前支付宝掌舵人彭蕾负责。现在蒋凡到来,统筹两大大业务,能够协调更多人力、财力资源,也最大程度协调政策。但摆在蒋凡面前的,是如何打造一个能战斗的团队,如何处理高度复杂的市场。越来越多的玩家正在进入跨境电商领域,这不是一个空白市场,而是一个充满激烈竞争的商业场 。根据36氪出海消息,TikTok Shop( 小店 )近期新增泰国、越南和马来西亚站点,已对商家开放。商家中心的注册指南显示,与此前的印尼和英国小店政策相同,新增的泰国、越南、马来西亚小店只接受本土注册商家。跨境业务则接受中国内地和香港商家,目前面向英国市场。继SheIn之后,另外一家崛起的D2C时尚电商平台是Cider。2021年9月,Cider完成了1.3亿美元的B轮融资,这是Cider成立一年内的第4次融资。2022年初,CBINSIGHTS发布了各行各业估值超过10亿美元的独角兽榜单,Cider是唯一一家入选电子商务与D2C领域中国企业之一,其总部为香港。一位跨境电商专家说,独立站是小别墅,但需要有很多人住在格子间里去。平台的意义在,收取管理费、手续费,以及利用平台资源来给大品牌分配流量,独立站是自己将流量做到自己的小品牌里,平台通过平台的资金和资源把流量做到平台里,然后在分配给卖家和品牌商。Tiktok的一位员工曾给燃财经讲述了他们是如何做海外市场的,首先是招募具有国际背景的员工,其次则是大量的实地调研。他们并不完全依赖第三方数据公司的调研报告和数据,细致到实地做每一位用户的调研。而速卖通则很大程度上将销售以及招商的工作外包,这是淘宝初期形成的淘宝大学以及淘宝代运营等机构的同路径发展,成立于2010年的速卖通很大程度是淘宝的翻版,它在享受淘宝提供的成功经验时,也锁定了它能突破的天花板。淘宝崛起的路径就是广铺货,大量小卖主转移到线上,靠着比线下更优的性价比,当年的骆驼服装就是这样崛起的,线上是一个老板,线下是一个老板,两个人打架。由此,围绕淘宝电商业务,阿里巴巴形成阿里妈妈、菜鸟以及支付宝涵盖营销、物流以及支付等领域。但在速卖通上,能完全做到外贸款衣服的卖家不多,集中于大卖家。一位卖家说,很多大买家有很多是针对外贸开发的,比如大马服装,但这种在现货市场是很少的,导致小商家卖不上,因为小卖家吃不下这么大的库存,也不会有很大精力去做研发。Lazada是东南亚第一个内置直播板块的电商程序,实现即看即买。但Shopee更进一步,它提供了直播连线功能,买家更喜欢在Shopee Live上购物的重要理由是,有机会与livestreamer 共同主持直播,让用户充分参与直播。组织的灵敏度与动作的缓慢让Lazada在东南亚市场落后一步。尽管在物流/卖家服务等方面,Lazada仍然占据着优势,但在客户服务与运营活动上,Shopee似乎更具活力,《晚点LatePost)将Shopee类比为拼多多,后者依靠社交裂变与下沉市场从电商巨头阿里巴巴打开了突破口。“跨境电商是一个万亿级市场,从这个方面说,阿里巴巴的海外业务仍然充满机遇。”上述跨境电商专家说。阿里海外这一仗,必须打赢1999年阿里巴巴成立后,1年多时间在全球建立了5个战场:中国大陆、香港、美国、欧洲和韩国,但2000年互联网泡沫破灭之年,它迅即收缩,实施了“三个B To C战略”,即Back To China( 回到中国 ),Back To Coast( 回到沿海 ),Back To Center( 回到中心 ) 。到了2010年,阿里巴巴的触角又向外延伸至海外,先后成立了速卖通,投资了Lazada等海外电商公司。在战略方面,2014年阿里也提出全球化、农村电商和大数据三大战略,并在2019年重申为全球化、内需、大数据和云计算。可以看出,这些年战略的调整中,全球化一直是不变的那一个。2018年阿里的出海战略还细分为:出海双通道、八大海外运营中心、重点品牌扶持计划。其中,出海双通道分别是服务海外华人的手淘( 主要是速卖通 )和服务东南亚本地消费者的Lazada。王慧文在清华大学演讲时曾评价淘宝,称其是典型的双边网络效应,淘宝每多一位用户,价值就提升一点,但用户与用户之间太大的关系。但淘宝做到今天,竞争对手还在不断变多,说明淘宝的规模效应还不够强,没有在成本或体验上与后来者拉开差距。从平台发展逻辑上说,走向出海,寻求更大规模市场与更多用户也是必经之路。而在面临困境与乏力之时,这种需求更是迫切 。2月24日,阿里巴巴交出了低于预期的2022财年第三季度财报。从数据来看,2022财年第三季度,阿里巴巴营收2425.8亿元( 人民币,以下未注明则同 ),低于市场预估的2463.66亿元,同比增长仅10%。其中,核心业务中国商业板块收入同比仅增长7%。净利润方面,第四季度录得204.29亿元,远低于市场预期的315.4亿元,同比下降75%。分板块来看,中国商业是阿里收入的主要来源。根据2022财年第三季度财报数据,2022财年第三季度,阿里中国商业收入1722.26亿元,占总收入比达71.0%。其次则是云业务( 195.39亿元 )、国际商业( 164.49亿元 ),以及菜鸟( 130.78亿元 )和本地生活服务( 121.41亿元 )。而在这一季度,淘特成为了中国商业板块增长的贡献主力。数据显示,截至2021年12月31日,阿里拥有来自中国市场的用户量为9.79亿,增加2600万。其中国内用户增长主要来源于淘特以及本地生活领域,单季度增长1700万。来源/燃财经截图但回归阿里核心的中国商业板块,高度承压、增长放缓等质疑在这两年被反复讨论。燃财经在阿里2022财年第三季度财报中也看到,2022财年第三季度阿里客户管理收入为1000.89亿元,较上一年同期的1014.49亿元减少了1%。减少的原因“主要由于市场状况放缓和竞争而导致淘宝和天猫的线实物商品GMV( 剔除未支付订单 )同比录得单位数增长”。在市场放缓方面,来自国家统计局的数据显示,2021年12月份,国内社会消费品零售总额仅取得个位数增长——2021年12月,社会消费品零售总额41269亿元,同比增长1.7%。其中,除汽车以外的消费品零售额36618亿元,增长3.0%。而2021年整个社会消费品零售大盘比2020年增长12.5%,扣除价格因素,2021年社会消费品零售总额比上年实际增长10.7%。国内零售消费市场陷入低增长期,这让阿里巴巴的主营业务增长与盈利空间承压 。与此同时,市场竞争还在加剧。凭借低价侵蚀下沉市场的拼多多已经无需多言,国内抖音电商与快手电商崛起正在收割市场。根据媒体报道,抖音电商在2021年GMV规模在7000-8000亿元,而快手电商实现了6500亿元的目标,可以说,电商市场总在不断改革效率,不断有新的巨头进入。多位消费者向燃财经表示,购物习惯已经转向拼多多、抖音等渠道,淘宝不再是首选。在此背景下,转向海外、全球市场寻求新的增长点成为可行之道。2021年12月,阿里调任蒋凡这位干将担任“海外数字商业”负责人时,就有分析指出,此举意在用好蒋凡开拓创新的能力,为海外电商市场带来新的增长动力,实现增长。毕竟阿里对海外市场寄予了厚望。2014年双11,阿里巴巴集团创始人马云提出“十年内,阿里要有一半的收入来自海外客户”。2017年马云在一封致投资者信中写到:到2036年,阿里巴巴能够服务全球20亿消费者。张勇在2021年财年全年业绩发布电话会上也表示,希望“在未来的几年,能够尽快地将海外消费者的基数翻一番”。刚刚发布的2022财年第三季度财报,截止日期为2021年12月31日,而蒋凡的履新日期为2022年1月1日。也就是说,财报中阿里国际商业的数据并未展示蒋凡的成绩。但现在的数据也是蒋凡的起点,未来蒋凡的“出海”之路走得如何,数据会一一给出回答 。*文中文中张洁为化名。","news_type":1,"symbols_score_info":{"09988":0.6,"BABA":0.9}},"isVote":1,"tweetType":1,"viewCount":873,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":157878611,"gmtCreate":1625579202433,"gmtModify":1703744212304,"author":{"id":"3571132397157790","authorId":"3571132397157790","name":"hngng","avatar":"https://static.tigerbbs.com/0b68f1b254458ec9fdf31e9fb61ab518","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3571132397157790","authorIdStr":"3571132397157790"},"themes":[],"htmlText":"Tamhanks","listText":"Tamhanks","text":"Tamhanks","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/157878611","repostId":"154079710","repostType":1,"repost":{"id":154079710,"gmtCreate":1625464032428,"gmtModify":1703742234116,"author":{"id":"36979109942400","authorId":"36979109942400","name":"小虎周报","avatar":"https://static.laohu8.com/f7b172cf773c77a3f0df67695c126b51","crmLevel":1,"crmLevelSwitch":0,"followedFlag":false,"idStr":"36979109942400","authorIdStr":"36979109942400"},"themes":[],"title":"美股周策略:下半年指數展望,美股強勢漲幅能否延續?","htmlText":"自從去年美聯儲把量化寬鬆推出來後,美股便走出了逐季攀升的勢頭,如果從去年3月份的最低點算起,截至上週五,<a href=\"https://laohu8.com/S/.SPX\">$標普500(.SPX)$</a> 已累計上漲98.5%,<a href=\"https://laohu8.com/S/.IXIC\">$納斯達克(.IXIC)$</a> 則上漲了120%,<a href=\"https://laohu8.com/S/.DJI\">$道瓊斯(.DJI)$</a> 漲幅也達到了90%。由於美股是相對成熟的市場, 歷史上,美股的上漲都會有相對清晰的邏輯: 比如這次全球疫情後,在各國央行充裕的流動性補給下,企業復甦漸進佳境,超跌的股價也得到了全面修復,甚至是超額修復。往前看,未來市場無法迴避的問題在於,無論復甦的路徑最終如何,美聯儲的減碼時刻終將到來,但可能的時間表以及屆時市場會有哪些價格行爲特徵,或許是投資者關注的問題。 本期我們從指數的角度進行分析,結合市場的價格行爲,我們理解這裏至少有以下幾個角度來看待這一問題: 1.過去幾年,美聯儲對貨幣政策從激進轉向耐心。 鮑威爾於18年開啓任期,上任後便開啓了緊縮之路,在通脹環境並沒有持續復甦的情況下,年內共進行了四次加息,彼時2018-2020時期也是標普500指數的高波動率時期,在圖形上,標普指數在2018到2020這兩年,體現爲大型擴張三角形的寬幅震盪。 或許是因爲18年連續四次加息的錯判,加上當前天量寬鬆後龐大的債務規模,上半年美聯儲緊縮預期實際上雷聲大、雨點小。某種程度上,也意味着鮑威爾時代,美聯儲對政策的把握更加審慎和耐心,美聯儲過早踩剎車的概率也降低了。美聯儲儘可能的避免過多市場的擾動,目前爲止並沒有對疫情後的市場造成負面衝擊,同時也側面驗證了技術性角度,大型擴張三角形,一旦向上突圍後,將結束橫盤的邏輯繼續成立。(","listText":"自從去年美聯儲把量化寬鬆推出來後,美股便走出了逐季攀升的勢頭,如果從去年3月份的最低點算起,截至上週五,<a href=\"https://laohu8.com/S/.SPX\">$標普500(.SPX)$</a> 已累計上漲98.5%,<a href=\"https://laohu8.com/S/.IXIC\">$納斯達克(.IXIC)$</a> 則上漲了120%,<a href=\"https://laohu8.com/S/.DJI\">$道瓊斯(.DJI)$</a> 漲幅也達到了90%。由於美股是相對成熟的市場, 歷史上,美股的上漲都會有相對清晰的邏輯: 比如這次全球疫情後,在各國央行充裕的流動性補給下,企業復甦漸進佳境,超跌的股價也得到了全面修復,甚至是超額修復。往前看,未來市場無法迴避的問題在於,無論復甦的路徑最終如何,美聯儲的減碼時刻終將到來,但可能的時間表以及屆時市場會有哪些價格行爲特徵,或許是投資者關注的問題。 本期我們從指數的角度進行分析,結合市場的價格行爲,我們理解這裏至少有以下幾個角度來看待這一問題: 1.過去幾年,美聯儲對貨幣政策從激進轉向耐心。 鮑威爾於18年開啓任期,上任後便開啓了緊縮之路,在通脹環境並沒有持續復甦的情況下,年內共進行了四次加息,彼時2018-2020時期也是標普500指數的高波動率時期,在圖形上,標普指數在2018到2020這兩年,體現爲大型擴張三角形的寬幅震盪。 或許是因爲18年連續四次加息的錯判,加上當前天量寬鬆後龐大的債務規模,上半年美聯儲緊縮預期實際上雷聲大、雨點小。某種程度上,也意味着鮑威爾時代,美聯儲對政策的把握更加審慎和耐心,美聯儲過早踩剎車的概率也降低了。美聯儲儘可能的避免過多市場的擾動,目前爲止並沒有對疫情後的市場造成負面衝擊,同時也側面驗證了技術性角度,大型擴張三角形,一旦向上突圍後,將結束橫盤的邏輯繼續成立。(","text":"自從去年美聯儲把量化寬鬆推出來後,美股便走出了逐季攀升的勢頭,如果從去年3月份的最低點算起,截至上週五,$標普500(.SPX)$ 已累計上漲98.5%,$納斯達克(.IXIC)$ 則上漲了120%,$道瓊斯(.DJI)$ 漲幅也達到了90%。由於美股是相對成熟的市場, 歷史上,美股的上漲都會有相對清晰的邏輯: 比如這次全球疫情後,在各國央行充裕的流動性補給下,企業復甦漸進佳境,超跌的股價也得到了全面修復,甚至是超額修復。往前看,未來市場無法迴避的問題在於,無論復甦的路徑最終如何,美聯儲的減碼時刻終將到來,但可能的時間表以及屆時市場會有哪些價格行爲特徵,或許是投資者關注的問題。 本期我們從指數的角度進行分析,結合市場的價格行爲,我們理解這裏至少有以下幾個角度來看待這一問題: 1.過去幾年,美聯儲對貨幣政策從激進轉向耐心。 鮑威爾於18年開啓任期,上任後便開啓了緊縮之路,在通脹環境並沒有持續復甦的情況下,年內共進行了四次加息,彼時2018-2020時期也是標普500指數的高波動率時期,在圖形上,標普指數在2018到2020這兩年,體現爲大型擴張三角形的寬幅震盪。 或許是因爲18年連續四次加息的錯判,加上當前天量寬鬆後龐大的債務規模,上半年美聯儲緊縮預期實際上雷聲大、雨點小。某種程度上,也意味着鮑威爾時代,美聯儲對政策的把握更加審慎和耐心,美聯儲過早踩剎車的概率也降低了。美聯儲儘可能的避免過多市場的擾動,目前爲止並沒有對疫情後的市場造成負面衝擊,同時也側面驗證了技術性角度,大型擴張三角形,一旦向上突圍後,將結束橫盤的邏輯繼續成立。(","images":[{"img":"https://static.tigerbbs.com/448340a3c1b853132627e7567c2f397f","width":"646","height":"841"},{"img":"https://static.tigerbbs.com/091fbb895c10747508fa6054a5768ba0","width":"1420","height":"880"},{"img":"https://static.tigerbbs.com/b982a00cf7444f25e44e185b3695bc13","width":"982","height":"612"}],"top":1,"highlighted":2,"essential":2,"paper":2,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/154079710","isVote":1,"tweetType":1,"viewCount":0,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":6,"langContent":"CN","totalScore":0},"isVote":1,"tweetType":1,"viewCount":936,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":120047502,"gmtCreate":1624290073706,"gmtModify":1703832689340,"author":{"id":"3571132397157790","authorId":"3571132397157790","name":"hngng","avatar":"https://static.tigerbbs.com/0b68f1b254458ec9fdf31e9fb61ab518","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3571132397157790","authorIdStr":"3571132397157790"},"themes":[],"htmlText":"Well said ","listText":"Well said ","text":"Well said","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/120047502","repostId":"1171966944","repostType":4,"repost":{"id":"1171966944","kind":"news","pubTimestamp":1624254615,"share":"https://ttm.financial/m/news/1171966944?lang=en_US&edition=fundamental","pubTime":"2021-06-21 13:50","market":"sh","language":"zh","title":"Missing SaaS is missing this era","url":"https://stock-news.laohu8.com/highlight/detail?id=1171966944","media":"ToB老人家","summary":"01 人生最重要的决定\n6年前,我作出了人生最重要的一个决定:转行!\n那时我还在如日中天的Oracle公司,虽然传统软件仍然是各大企业的首选,但在资本的助推下,中国SaaS开始崭露头角。\n\n2013到","content":"<p><b>01 The most important decision in life</b></p><p>Six years ago, I made the most important decision in my life: changing careers!</p><p>At that time, I was still in Oracle, which was in full swing. Although traditional software was still the first choice of major enterprises, with the help of capital, Chinese SaaS began to emerge.</p><p><img src=\"https://static.tigerbbs.com/a5c23147277c69f98011dc3b27b8969c\" tg-width=\"208\" tg-height=\"152\" referrerpolicy=\"no-referrer\"></p><p>China's SaaS financing trends from 2013 to 2015</p><p>At that time, as a typical European and American company, the world's second largest software company (the first was<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>), Oracle's benefits are very generous: competitive salary, no 996, plus long annual leave and various training opportunities. But I resolutely gave up all this and chose to join a SaaS<a href=\"https://laohu8.com/S/V03.SI\">Startups</a>, because I have strongly felt that traditional software is declining, and the future must belong to SaaS.</p><p>More importantly, I realized that for us ordinary IT people, SaaS will be the best opportunity of this era. I even think that missing SaaS is missing this era.</p><p><b>02 The trend of the times</b></p><p>In 2017, Wang Xing, CEO of Meituan, said in a speech titled \"The Second Half of the Internet\": An important direction of Internet entrepreneurship is to deeply penetrate into subdivided industries. It is necessary to understand all aspects of the industry, transform the industry and create new value. Wang Xing said: \"Take Meituan Review as an example. Before, it was more about group buying and take-out, serving the C-end. But now we are beginning to get more involved in B-side businesses, such as restaurant management. \"</p><p>In China, the mobile Internet has profoundly changed everyone's life. According to the statistics of China Internet Network Information Center, as of December 2020, the number of mobile Internet users in China has reached 986 million. According to statistics from the Qianzhan Industry Research Institute, as of December 2020, the average online time of Chinese mobile Internet users has reached 5.72 hours/day.</p><p>When most Chinese people have become<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Heavy mobile phone users mean that enterprises must also conform to the trend of the times and migrate their products and management to the mobile Internet.</p><p>However, for the software industry, the mobile Internet is not just as simple as APP. The deeper concept lies in: user-centered and attaching importance to mobile experience; Continuous iteration and quick adjustment. Compared with traditional software, Chinese SaaS is undoubtedly more in line with the concept of mobile Internet. It is the general trend for enterprises to gradually replace the original traditional software with SaaS software.</p><p><b>03 Take Control of Your Work</b></p><p>I believe that many product managers who work as internal systems have felt a deep sense of powerlessness: the product department is an auxiliary department and always revolves around the business department. If the business department has strong capabilities, it is nothing more than a little harder, and you can still enjoy the dividends of the company's growth; If the business department lacks the ability, or the company's business cannot be opened, it will be difficult for the product department alone to make a breakthrough. Even the product manager may become a scapegoat: if the business is not progressing, why do the product manager keep it?</p><p>As a SaaS product manager, there are few such annoyances.</p><p>First of all, software products are the main profit body of SaaS companies, which means that compared with other departments, the product department is the core business department. Product managers don't need to look at other business units in the face.</p><p>Secondly, most successful SaaS companies meet the needs of a large number of customers through a set of standardized products. The overall planning and design of the product will not be affected by the requirements of a certain customer. In order to reduce the disruption of product managers and allow them to concentrate on building the best products, in SaaS companies, product managers often have a high degree of autonomy. This autonomy includes: demand authenticity determination, priority determination and so on.</p><p>A SaaS founder said to me, \"In our company, customers and sales don't matter. Product iteration is mainly based on the product department, otherwise the product will become very bloated\". In fact, in SaaS companies, this kind of rule is very common.</p><p>Therefore, as a SaaS product manager, you have more control over your work than an internal product manager.</p><p><b>04 Opportunities for ordinary people</b></p><p>In the era of traditional software, Oracle and SAP are all industries, such as Huawei, Lenovo, Volkswagen,<a href=\"https://laohu8.com/S/601988\">BANK OF CHINA</a>、<a href=\"https://laohu8.com/S/BABA\">Alibaba</a>Are all their clients. This is due to the fact that they can carry out large-scale secondary development according to the needs of each customer, so the requirements for product standardization capabilities are relatively low.</p><p>However, in the SaaS era, the requirements for product standardization capabilities are higher, and a good user experience must also be taken into account. In order to achieve this, most SaaS products have to focus on a few industries or fields. For example, even if the market value has surpassed Oracle's<a href=\"https://laohu8.com/S/CRM\">Salesforce</a>(Data as of June 19, 2021), its SaaS products still focus on the CRM field. And<a href=\"https://laohu8.com/S/WDAY\">Workday</a>, Slack, and Shopify have become SaaS companies with a market value of 100 billion or even trillion yuan in the fields of HR, office collaboration, and e-commerce respectively.</p><p>Similarly, China's SaaS is mostly vertical products. For example, Sales Easy in the CRM field, Beisen in the HR field, Youzan in the e-commerce field, etc. This means that customers from all walks of life need more SaaS products.</p><p>Unlike companies such as BAT, which value the background of prestigious schools, SaaS companies pay more attention to the understanding of B-side business. Therefore, for product managers or other positions from small and medium-sized factories, transforming SaaS is a more reliable opportunity.</p><p>In addition, compared with foreign countries, China's SaaS started late and there is still a lot of room for development. As of June 19, 2021, foreign countries have already<a href=\"https://laohu8.com/S/ADBE\">Adobe</a>, Salesfore, Shopify and other SaaS companies with a market value of over 1 trillion yuan. In China, the first SaaS companies to go public, Youzan and Weimob, both had a market value of less than 40 billion yuan during the same period, which is orders of magnitude different from foreign SaaS giants.</p><p>However, for us, the sooner we enter a sunrise industry, the sooner we can enjoy the dividends of industry development.</p><p><b>05 Change the World</b></p><p>Why did I leave the world-renowned Oracle company and move to a little-known startup? Because of the call of dreams.</p><p>Life is like a river. What matters is not a noble birth, but a continuous blessing for all beings. A great life, like the Amazon River, winds for 6,400 kilometers, nurturing 40% of the South American continent.</p><p>The core of SaaS management is to serve a large number of enterprises through standardized products. This means that the products we design can spread to thousands of enterprises in Qian Qian, bringing them easier working methods and higher profits. Imagine how fulfilling it is to design and bring a small feature live that can be used by thousands of businesses the next day. Moreover, even if we leave the company, the products we were responsible for will continue to benefit the society and become the business cards of our lives.</p><p>For example, I was once responsible for an order management SaaS product for small and medium-sized enterprises, and iterated it from lack of interest to several times of increase in the number of orders; I was also responsible for a channel management SaaS product for large enterprises, which not only achieved 0 to 1, but also personally participated in winning benchmark customers. Both products are developing very well at present. Although I am no longer responsible, they have left an indelible mark on me.</p><p>Therefore, choosing to be a SaaS product manager is like choosing to be a still river: it is unlikely to be magnificent, but it is likely to be winding and endless.</p><p><b>06The person closest to a CEO</b></p><p>As the core position of SaaS company, SaaS product managers need to have all-round abilities and a working attitude to pursue the ultimate.</p><p>In addition to the ability of business sorting and product design that general B-end product managers need to have, SaaS product managers must also have strong business awareness and Owner awareness.</p><p>Customers pay for the right to use SaaS products. Therefore, the positioning of the product and the matching degree with the customer's business will largely determine the fate of a product, which in turn will affect the company's revenue and prospects. If a product manager lacks business awareness and pursues the ultimate work attitude, and can only passively design products according to the requirements of leaders or customers, it will be difficult for such a product manager to be independent.</p><p>In order to reduce the training cost of enterprises and lower the talent threshold, SaaS products are very much in pursuit of high availability, that is, they can be operated without training. At the same time, operational efficiency is also very important, because sometimes even one more click will cause a heavy operational burden on business personnel. This forces SaaS product managers to design every product detail.</p><p>Becoming a SaaS product manager means that you need to continuously improve your business awareness and polish your extreme work attitude. Therefore, I think that an excellent SaaS product manager is the closest person to the CEO of a SaaS company.</p><p><b>07 Don't miss SaaS</b></p><p>Chinese SaaS has just started. As a disruptor of traditional software, SaaS still has a long way to go. For example:</p><p><ul><li>Pursuing standardized SaaS, how to meet the personalized needs of large enterprises?</p><p></li><li>How does the fragmented vertical SaaS meet the needs of one-stop solutions for large enterprises?</p><p></li><li>Faced with small and micro enterprises that lack talents and management capabilities, how to truly empower them through SaaS?</p><p></li><li>Under the wave of digitalization, how to meet the needs of enterprise transformation consulting?</p><p></li><li>In the era of intelligence, how does SaaS integrate with AI?</p><p></li><li>Under the background of globalization, how does China's SaaS go global?</p><p></li></ul>In the face of new things, ordinary people see difficulties, while masters see opportunities.</p><p>China's SaaS is not perfect. It should be said that there are still many problems. However, for a thing that represents a trend, the more problems there are, the greater the chance; The more imperfect, the more promising it is.</p><p>This is the worst SaaS and the best SaaS. Don't miss SaaS, just like don't miss this era.</p>","source":"lsy1624254627080","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Missing SaaS is missing this era</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nMissing SaaS is missing this era\n</h2>\n<h4 class=\"meta\">\n<p class=\"head\">\n<strong class=\"h-name small\">ToB老人家</strong><span class=\"h-time small\">2021-06-21 13:50</span>\n</p>\n</h4>\n</header>\n<article>\n<p><b>01 The most important decision in life</b></p><p>Six years ago, I made the most important decision in my life: changing careers!</p><p>At that time, I was still in Oracle, which was in full swing. Although traditional software was still the first choice of major enterprises, with the help of capital, Chinese SaaS began to emerge.</p><p><img src=\"https://static.tigerbbs.com/a5c23147277c69f98011dc3b27b8969c\" tg-width=\"208\" tg-height=\"152\" referrerpolicy=\"no-referrer\"></p><p>China's SaaS financing trends from 2013 to 2015</p><p>At that time, as a typical European and American company, the world's second largest software company (the first was<a href=\"https://laohu8.com/S/MSFT\">Microsoft</a>), Oracle's benefits are very generous: competitive salary, no 996, plus long annual leave and various training opportunities. But I resolutely gave up all this and chose to join a SaaS<a href=\"https://laohu8.com/S/V03.SI\">Startups</a>, because I have strongly felt that traditional software is declining, and the future must belong to SaaS.</p><p>More importantly, I realized that for us ordinary IT people, SaaS will be the best opportunity of this era. I even think that missing SaaS is missing this era.</p><p><b>02 The trend of the times</b></p><p>In 2017, Wang Xing, CEO of Meituan, said in a speech titled \"The Second Half of the Internet\": An important direction of Internet entrepreneurship is to deeply penetrate into subdivided industries. It is necessary to understand all aspects of the industry, transform the industry and create new value. Wang Xing said: \"Take Meituan Review as an example. Before, it was more about group buying and take-out, serving the C-end. But now we are beginning to get more involved in B-side businesses, such as restaurant management. \"</p><p>In China, the mobile Internet has profoundly changed everyone's life. According to the statistics of China Internet Network Information Center, as of December 2020, the number of mobile Internet users in China has reached 986 million. According to statistics from the Qianzhan Industry Research Institute, as of December 2020, the average online time of Chinese mobile Internet users has reached 5.72 hours/day.</p><p>When most Chinese people have become<a href=\"https://laohu8.com/S/5RE.SI\">smart</a>Heavy mobile phone users mean that enterprises must also conform to the trend of the times and migrate their products and management to the mobile Internet.</p><p>However, for the software industry, the mobile Internet is not just as simple as APP. The deeper concept lies in: user-centered and attaching importance to mobile experience; Continuous iteration and quick adjustment. Compared with traditional software, Chinese SaaS is undoubtedly more in line with the concept of mobile Internet. It is the general trend for enterprises to gradually replace the original traditional software with SaaS software.</p><p><b>03 Take Control of Your Work</b></p><p>I believe that many product managers who work as internal systems have felt a deep sense of powerlessness: the product department is an auxiliary department and always revolves around the business department. If the business department has strong capabilities, it is nothing more than a little harder, and you can still enjoy the dividends of the company's growth; If the business department lacks the ability, or the company's business cannot be opened, it will be difficult for the product department alone to make a breakthrough. Even the product manager may become a scapegoat: if the business is not progressing, why do the product manager keep it?</p><p>As a SaaS product manager, there are few such annoyances.</p><p>First of all, software products are the main profit body of SaaS companies, which means that compared with other departments, the product department is the core business department. Product managers don't need to look at other business units in the face.</p><p>Secondly, most successful SaaS companies meet the needs of a large number of customers through a set of standardized products. The overall planning and design of the product will not be affected by the requirements of a certain customer. In order to reduce the disruption of product managers and allow them to concentrate on building the best products, in SaaS companies, product managers often have a high degree of autonomy. This autonomy includes: demand authenticity determination, priority determination and so on.</p><p>A SaaS founder said to me, \"In our company, customers and sales don't matter. Product iteration is mainly based on the product department, otherwise the product will become very bloated\". In fact, in SaaS companies, this kind of rule is very common.</p><p>Therefore, as a SaaS product manager, you have more control over your work than an internal product manager.</p><p><b>04 Opportunities for ordinary people</b></p><p>In the era of traditional software, Oracle and SAP are all industries, such as Huawei, Lenovo, Volkswagen,<a href=\"https://laohu8.com/S/601988\">BANK OF CHINA</a>、<a href=\"https://laohu8.com/S/BABA\">Alibaba</a>Are all their clients. This is due to the fact that they can carry out large-scale secondary development according to the needs of each customer, so the requirements for product standardization capabilities are relatively low.</p><p>However, in the SaaS era, the requirements for product standardization capabilities are higher, and a good user experience must also be taken into account. In order to achieve this, most SaaS products have to focus on a few industries or fields. For example, even if the market value has surpassed Oracle's<a href=\"https://laohu8.com/S/CRM\">Salesforce</a>(Data as of June 19, 2021), its SaaS products still focus on the CRM field. And<a href=\"https://laohu8.com/S/WDAY\">Workday</a>, Slack, and Shopify have become SaaS companies with a market value of 100 billion or even trillion yuan in the fields of HR, office collaboration, and e-commerce respectively.</p><p>Similarly, China's SaaS is mostly vertical products. For example, Sales Easy in the CRM field, Beisen in the HR field, Youzan in the e-commerce field, etc. This means that customers from all walks of life need more SaaS products.</p><p>Unlike companies such as BAT, which value the background of prestigious schools, SaaS companies pay more attention to the understanding of B-side business. Therefore, for product managers or other positions from small and medium-sized factories, transforming SaaS is a more reliable opportunity.</p><p>In addition, compared with foreign countries, China's SaaS started late and there is still a lot of room for development. As of June 19, 2021, foreign countries have already<a href=\"https://laohu8.com/S/ADBE\">Adobe</a>, Salesfore, Shopify and other SaaS companies with a market value of over 1 trillion yuan. In China, the first SaaS companies to go public, Youzan and Weimob, both had a market value of less than 40 billion yuan during the same period, which is orders of magnitude different from foreign SaaS giants.</p><p>However, for us, the sooner we enter a sunrise industry, the sooner we can enjoy the dividends of industry development.</p><p><b>05 Change the World</b></p><p>Why did I leave the world-renowned Oracle company and move to a little-known startup? Because of the call of dreams.</p><p>Life is like a river. What matters is not a noble birth, but a continuous blessing for all beings. A great life, like the Amazon River, winds for 6,400 kilometers, nurturing 40% of the South American continent.</p><p>The core of SaaS management is to serve a large number of enterprises through standardized products. This means that the products we design can spread to thousands of enterprises in Qian Qian, bringing them easier working methods and higher profits. Imagine how fulfilling it is to design and bring a small feature live that can be used by thousands of businesses the next day. Moreover, even if we leave the company, the products we were responsible for will continue to benefit the society and become the business cards of our lives.</p><p>For example, I was once responsible for an order management SaaS product for small and medium-sized enterprises, and iterated it from lack of interest to several times of increase in the number of orders; I was also responsible for a channel management SaaS product for large enterprises, which not only achieved 0 to 1, but also personally participated in winning benchmark customers. Both products are developing very well at present. Although I am no longer responsible, they have left an indelible mark on me.</p><p>Therefore, choosing to be a SaaS product manager is like choosing to be a still river: it is unlikely to be magnificent, but it is likely to be winding and endless.</p><p><b>06The person closest to a CEO</b></p><p>As the core position of SaaS company, SaaS product managers need to have all-round abilities and a working attitude to pursue the ultimate.</p><p>In addition to the ability of business sorting and product design that general B-end product managers need to have, SaaS product managers must also have strong business awareness and Owner awareness.</p><p>Customers pay for the right to use SaaS products. Therefore, the positioning of the product and the matching degree with the customer's business will largely determine the fate of a product, which in turn will affect the company's revenue and prospects. If a product manager lacks business awareness and pursues the ultimate work attitude, and can only passively design products according to the requirements of leaders or customers, it will be difficult for such a product manager to be independent.</p><p>In order to reduce the training cost of enterprises and lower the talent threshold, SaaS products are very much in pursuit of high availability, that is, they can be operated without training. At the same time, operational efficiency is also very important, because sometimes even one more click will cause a heavy operational burden on business personnel. This forces SaaS product managers to design every product detail.</p><p>Becoming a SaaS product manager means that you need to continuously improve your business awareness and polish your extreme work attitude. Therefore, I think that an excellent SaaS product manager is the closest person to the CEO of a SaaS company.</p><p><b>07 Don't miss SaaS</b></p><p>Chinese SaaS has just started. As a disruptor of traditional software, SaaS still has a long way to go. For example:</p><p><ul><li>Pursuing standardized SaaS, how to meet the personalized needs of large enterprises?</p><p></li><li>How does the fragmented vertical SaaS meet the needs of one-stop solutions for large enterprises?</p><p></li><li>Faced with small and micro enterprises that lack talents and management capabilities, how to truly empower them through SaaS?</p><p></li><li>Under the wave of digitalization, how to meet the needs of enterprise transformation consulting?</p><p></li><li>In the era of intelligence, how does SaaS integrate with AI?</p><p></li><li>Under the background of globalization, how does China's SaaS go global?</p><p></li></ul>In the face of new things, ordinary people see difficulties, while masters see opportunities.</p><p>China's SaaS is not perfect. It should be said that there are still many problems. However, for a thing that represents a trend, the more problems there are, the greater the chance; The more imperfect, the more promising it is.</p><p>This is the worst SaaS and the best SaaS. Don't miss SaaS, just like don't miss this era.</p>\n<div class=\"bt-text\">\n\n\n<p> source:<a href=\"https://mp.weixin.qq.com/s/uUEIASQB9iioeX9lyS1t8w\">ToB老人家</a></p>\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/4a9699fd03ca97c5defc830f7c544662","relate_stocks":{},"source_url":"https://mp.weixin.qq.com/s/uUEIASQB9iioeX9lyS1t8w","is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1171966944","content_text":"01 人生最重要的决定\n6年前,我作出了人生最重要的一个决定:转行!\n那时我还在如日中天的Oracle公司,虽然传统软件仍然是各大企业的首选,但在资本的助推下,中国SaaS开始崭露头角。\n\n2013到2015年中国SaaS融资趋势\n当时,作为典型的欧美企业,全球第二大软件公司(第一是微软),Oracle的福利非常优渥:有竞争力的薪酬,没有996,外加超长年假和各种培训机会。但是我毅然放弃这一切,选择加入一家SaaS创业公司,就在于我已经强烈感受到,传统软件正在走向衰败,未来一定属于SaaS。\n更关键的是,我意识到,对于我们这些平凡的IT人来说,SaaS将是这个时代最好的机遇。我甚至认为,错过SaaS,就是错过这个时代。\n02 时代的趋势\n2017年,美团CEO王兴在一场名为“互联网下半场“的演讲中表示:互联网创业的一个重要方向就是深度扎到细分行业里去。要了解行业的方方面面,去改造行业、创造新的价值。王兴说:“以美团点评为例,之前更多都是做团购、外卖,服务于C端。但是现在开始更多介入B端业务,比如餐厅管理等。”\n在中国,移动互联网已经深刻改变了每个人的生活。据中国互联网络信息中心统计,截至2020年12月,中国手机网民已达9.86亿。而据前瞻产业研究院统计,截止2020年12月,中国手机网民网民平均上网时长已达到5.72小时/天。\n当大部分中国人已经成为智能手机重度用户,意味着企业也必须顺应时代潮流,将产品和管理都迁移到移动互联网上。\n但是,对于软件产业来说,移动互联网不仅仅是APP那么简单。更深层次的理念在于:以用户为中心,重视移动端体验;持续迭代,快速调整。而相对于传统软件,中国SaaS无疑更符合移动互联网的理念。企业逐步用SaaS软件替换原有传统软件,是大势所趋。\n03 掌控自己的工作\n相信很多做内部系统的产品经理,都有过深深的无力感:产品部门是辅助部门,永远都围绕着业务部门转。如果业务部门能力强还好,无非是辛苦一点,还能够享受公司成长的红利;如果碰到业务部门能力欠缺,或者公司业务打不开局面,单靠产品部门就很难有突破。甚至产品经理还可能成为替罪羊:业务没有进展,产品经理还留着干嘛?\n作为SaaS产品经理,就很少有这种烦恼。\n首先,软件产品就是SaaS公司的盈利主体,这就意味着,相对于其他部门,产品部才是最核心的业务部门。产品经理不需要看其他业务部门的脸色。\n其次,大多数成功的SaaS公司,都是通过一套标准化产品满足海量客户的需求。不会因为某一个客户的要求,而影响产品的整体规划和设计。为了降低产品经理受到的干扰,让他们集中精力构建最优秀的产品,在SaaS公司,产品经理往往具有高度自主权。这种自主权包括:需求真伪判定、优先级判定等等。\n一位SaaS创始人对我说:“在我们公司,客户和销售说了都不算,产品迭代以产品部为主,否则产品就会变得很臃肿”。实际上,在SaaS公司,这种规则非常普遍。\n因此,作为SaaS产品经理,比内部产品经理更能掌控自己的工作。\n04 平凡人的机遇\n在传统软件时代,Oracle、SAP都是多个行业通吃,比如华为、联想、大众汽车、中国银行、阿里巴巴都是他们的客户。这得益于,他们可以根据每个客户的需求进行大规模二次开发,因此对产品标准化能力要求相对较低。\n但在SaaS时代,对产品标准化能力要求更高,还必须同时兼顾良好的用户体验。为了实现这一点,大部分SaaS产品不得不聚焦于少数行业或领域。比如,即便是市值已经超越Oracle的Salesforce(截止2021/6/19数据),其SaaS产品仍然聚焦于CRM领域。而Workday、Slack、Shopify则分别在HR、办公协同和电商领域成为千亿甚至万亿元市值的SaaS企业。\n同样,中国SaaS也多为垂直化产品。比如,CRM领域的销售易,HR领域的北森,电商领域的有赞等等。这就意味着,各行各业的客户需要更多的SaaS产品。\n不同于BAT等企业看重名校背景,SaaS公司更看重对B端业务的理解。因此,对于中小厂出身的产品经理或者其他岗位来说,转型SaaS才是更靠谱的机会。\n另外,相对于国外,中国SaaS起步较晚,还有很大的发展空间。截止到2021年6月19日,国外已经有Adobe、Salesfore、Shopify等市值超10,000亿元的SaaS企业。而在中国,率先上市的SaaS企业有赞和微盟,同期市值均不到400亿元,和国外SaaS巨头存在数量级的差异。\n但是,对于我们来说,越早进入一个朝阳行业,越早能够享受到行业发展的红利。\n05 改变世界\n为什么我离开世界知名的Oracle公司,跳槽到名不经传的创业公司?因为梦想的召唤。\n人生就像一条河流,重要的不是出身高贵,而是连绵不绝、福泽众生。伟大的人生,就如同亚马孙河,蜿蜒6400公里,哺育了南美大陆40%的面积。\nSaaS经营的核心,是通过标准化产品,服务海量企业。这就意味着,我们设计的产品,可以传播到千千万万企业,给他们带来更轻松的工作方式和更高的利润。想象一下,你设计并上线了一个小功能,第二天就能被上千家企业使用,这是多么有成就感的事情。而且,即便离开了公司,我们曾负责的产品,仍然会源源不断造福社会,成为我们人生的名片。\n比如,我曾经负责过一款面向中小企业的订单管理SaaS产品,将它从乏人问津迭代到订单数量几倍的增长;我还曾经负责过一款面向大型企业的渠道管理SaaS产品,不但实现了0到1,还亲自参与拿下标杆客户。这两款产品目前发展都很不错,虽然我不再负责,但是它们身上已经留下我不可磨灭的烙印。\n因此,选择做SaaS产品经理,就像选择做一条静水长流的小河:它不太可能波澜壮阔,但它很可能蜿蜒绵长,生生不息。\n06 最接近CEO的人\n作为SaaS公司最核心的岗位,SaaS产品经理需要具备全方位的能力,以及追求极致的工作态度。\n除了一般B端产品经理需要具备的业务梳理、产品设计等能力,SaaS产品经理还必须具备较强的商业意识和Owner意识。\n客户为SaaS产品的使用权付费。因此,产品的定位、与客户业务的匹配度会在很大程度上决定一个产品的命运,进而影响到公司的收入和前景。如果产品经理缺乏商业意识,以及追求极致的工作态度,只能被动按照领导或者客户的要求设计产品,这样的产品经理就很难独当一面。\n为了降低企业培训成本,降低人才门槛,SaaS产品非常追求高可用,即不需要培训就能够上手操作。同时,操作效率也非常重要,因为有时候哪怕只是多点击一下,也会对业务人员造成很重的操作负担。这就倒逼SaaS产品经理设计好每一个产品细节。\n成为SaaS产品经理,就意味着需要不断提升商业意识、打磨极致化的工作态度。因此,我认为,优秀的SaaS产品经理,是最接近SaaS公司CEO的人。\n07 不要错过SaaS\n中国SaaS才刚起步。作为传统软件的颠覆者,SaaS还有很长的路要走。比如:\n\n追求标准化的SaaS,如何满足大企业的个性化需求?\n各自为政的垂直型SaaS,如何满足大企业一站式解决方案的需求?\n面对缺乏人才和管理能力的小微企业,如何通过SaaS真正为他们赋能?\n数字化浪潮下,如何满足企业转型咨询的需求?\n智能时代,SaaS如何与AI融合?\n全球化背景下,中国SaaS如何走向世界?\n\n在新事物面前,普通人看到的是困难,而高手看到的则是机会。\n中国SaaS并不完美,应该说,问题还不少。但是,对于一个代表趋势的事物,问题越多,机会越大;越不完美,越有可期。\n这是最坏的SaaS,也是最好的SaaS。不要错过SaaS,就像不要错过这个时代。","news_type":1,"symbols_score_info":{}},"isVote":1,"tweetType":1,"viewCount":1078,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":184302688,"gmtCreate":1623682979344,"gmtModify":1704208662131,"author":{"id":"3571132397157790","authorId":"3571132397157790","name":"hngng","avatar":"https://static.tigerbbs.com/0b68f1b254458ec9fdf31e9fb61ab518","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3571132397157790","authorIdStr":"3571132397157790"},"themes":[],"htmlText":"Nicely ","listText":"Nicely ","text":"Nicely","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://ttm.financial/post/184302688","repostId":"1125343885","repostType":2,"repost":{"id":"1125343885","kind":"news","weMediaInfo":{"introduction":"为用户提供金融资讯、行情、数据,旨在帮助投资者理解世界,做投资决策。","home_visible":1,"media_name":"老虎资讯综合","id":"102","head_image":"https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba"},"pubTimestamp":1623672193,"share":"https://ttm.financial/m/news/1125343885?lang=en_US&edition=fundamental","pubTime":"2021-06-14 20:03","market":"us","language":"zh","title":"Xintian Venture Capital Jiang Yujie: The next ten years will be the golden age of SaaS","url":"https://stock-news.laohu8.com/highlight/detail?id=1125343885","media":"老虎资讯综合","summary":"6月12日,知名互联网券商老虎证券七周年Open Day首站顺利举行。现场,信天创投管理合伙人蒋宇捷带来了《为什么SaaS是价值投资的最佳赛道》的主题演讲。\n“SaaS,是过去十年回报最高的美股资产。","content":"<p>On June 12, the first stop of the 7th anniversary Open Day of Tiger Brokers, a well-known Internet brokerage, was successfully held. At the scene, Jiang Yujie, managing partner of Xintian Venture Capital, gave a keynote speech on \"Why SaaS is the best track for value investment\".</p><p>\"SaaS is the U.S. stock asset with the highest return in the past ten years.\" At the beginning of the speech, Jiang Yujie pointed out the high potential of the SaaS industry, \"From 2013 to now, the return of the entire SaaS index is as high as 970%.</p><p>If we make a horizontal comparison, in the past ten years, the most powerful FAANG portfolio in the U.S. stock market has created a return of 23 times, while the MT SAAS portfolio composed of Microsoft, Amazon and several other SaaS companies has achieved an astonishing return of 3000% in the past ten years. \"<img src=\"https://static.tigerbbs.com/c2e75d2a07faa8436f33f2edd438e7ed\" tg-width=\"2094\" tg-height=\"592\" referrerpolicy=\"no-referrer\">Why has the overall valuation level of the SaaS industry improved so much?</p><p>Jiang Yujie pointed out three reasons: \"The first is the average growth rate of SaaS. SaaS has maintained a growth rate of more than 25% in the past 7 or 8 years, almost unchanged. Secondly, because the funds invested in SaaS companies have grown exponentially, from 2010 to 2020, the funds invested in private cloud computing companies in the United States increased 12 times, reaching 180 billion US dollars last year, and the entry of large funds will bring about a significant increase in the valuation level of market value. Finally, leading SaaS companies have shown unprecedented growth endurance, such as Twilio. Although Wall Street thought its growth rate would be reduced to 30% in 2016, until now, its average growth rate is still 60%. There are still many such companies. \"</p><p>Such an astonishing sustained high growth rate is difficult for another industry to achieve. So what is the reason why SaaS can achieve such an impressive growth rate? Jiang Yujie believes that SaaS is the industrial revolution of the software industry: \"Every industrial revolution will redefine categories, redefine upstream, midstream and downstream, and open capabilities to other categories. Take Salesforce, the originator of SaaS, as an example. Salesforce first used cloud software hosting mode to redefine enterprise software. Second, it changed the traditional sales model and pricing model, skipping dealers and agents. The CRM products it developed are better than those of traditional manufacturers. Third, it launched the first PaaS, allowing these developers and SaaS vendors to build and run SaaS applications based on their platforms and open their capabilities to the market. \"<img src=\"https://static.tigerbbs.com/0797ed32a289f3b8dffd856114fb0d80\" tg-width=\"830\" tg-height=\"1174\" referrerpolicy=\"no-referrer\">When talking about the business model of the SaaS industry, Jiang Yujie gave a good example with taxation. He believes that the best business model is tax collection, and SaaS is collecting taxes from the entire industry. In detail, compared with consumption, taxation is not transferred by personal will. As long as you exist, you have to pay taxes, and more importantly, the party who collects taxes has absolute pricing power. At present, all leading SaaS companies add up to collect taxes from all companies. For example, Salesforce and Adobe collect taxes from the marketing department, Veeva collects taxes from the medical industry, etc. From marketing to IT to finance to customer service, from construction, medical care to financial retail, all industries, all enterprises and all businesses have to pay software usage tax for using software. Moreover, the \"tax\" collected by SaaS is not just software tax. For example, Twilio will charge a usage fee of $0.0075 for sending a text message. These SaaS companies, which bind their business, charging model and customer business, not only collect software usage tax, but also include business tax.<img src=\"https://static.tigerbbs.com/0ddbf1eb7133abe4fb325ee46962f47c\" tg-width=\"830\" tg-height=\"1174\" referrerpolicy=\"no-referrer\">Now that we know the potential of the SaaS industry, how can we find the optimal solution among tens of thousands of SaaS companies? Jiang Yujie gave an indicator and a rule. One indicator is NDR (Net Dollar retention), which refers to the value created by the same group of customers over time. Jiang Yujie analyzed 40 SaaS companies and found that their median NDR is 109%, which determines whether the flywheel of SaaS companies can rotate. For example, some excellent companies, such as snowflake, have an NDR of 158%. One rule is the 40% rule, which refers to the revenue growth rate of SaaS companies plus profit margins exceeding 40%. Through this rule, oligopoly companies in the market can be found.<img src=\"https://static.tigerbbs.com/e7ac706084b0b44aa05d06a9ac8a2dad\" tg-width=\"830\" tg-height=\"228\" referrerpolicy=\"no-referrer\">Finally, let's go back to investment. Under the substantial release of water by the Federal Reserve last year, the growth rate of M2 was as high as 25%. If investment cannot outperform the excess currency issuance, it is actually meaningless. Then how to outperform the M2? Jiang Yujie summed up five points: \"First, there must be good intrinsic value. What is good intrinsic value? The most fundamental factor to evaluate the value of a company's stock actually lies in the cash flow that the company can create in the future. The second is high growth, that is, it has a high growth rate. The third is a long duration. The fourth is the continuous increase in concentration. The fifth is to have a strong moat. The sixth is scarcity. I think a good SaaS company fully meets all the conditions and can maintain growth of more than 20% or 50% every year even without acquiring new customers, which tells us that this is the best way to fight inflation in our time. \"<img src=\"https://static.tigerbbs.com/e9405f6d2cb606aca0453a8a98ee290c\" tg-width=\"2084\" tg-height=\"602\" referrerpolicy=\"no-referrer\">\"When it comes to investment strategies, there are several types of targets that we can choose: the first is the platform index, the second is the vertical industry leader, and the third is the dark horse. If your goal is to outperform inflation in the long run, I think you can buy platforms and indexes at any time. There are several reasons behind it. The first is the growth of the industry and the growth of the company's business. SaaS is the biggest trend in this era. Second, don't predict the market. Third, accept a reasonable valuation. A good company must have a high valuation. Fourth, don't want to make all the money. Good high-quality assets are very scarce. If it is not a good company, its return has no upper limit, but if you hesitate, you will miss the opportunity. So don't want to make all the money, if the company is good, you can trade time for space. \"<img src=\"https://static.tigerbbs.com/059f0959630053ec172e9dedf0205cc4\" tg-width=\"2080\" tg-height=\"590\" referrerpolicy=\"no-referrer\"><b>To watch the live replay, please click:</b><a href=\"https://laohu8.com/RN?name=RNLive&rndata={\"liveId\":\"16226253307800\"}\" target=\"_blank\"><b>Tiger's Seventh Anniversary: Meeting You Unexpectedly in the World</b></a><b></b></p><p>TIPS: The presentation starts at 120 minutes.</p>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>Xintian Venture Capital Jiang Yujie: The next ten years will be the golden age of SaaS</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nXintian Venture Capital Jiang Yujie: The next ten years will be the golden age of SaaS\n</h2>\n<h4 class=\"meta\">\n<a class=\"head\" href=\"https://laohu8.com/wemedia/102\">\n\n<div class=\"h-thumb\" style=\"background-image:url(https://static.tigerbbs.com/8274c5b9d4c2852bfb1c4d6ce16c68ba);background-size:cover;\"></div>\n\n<div class=\"h-content\">\n<p class=\"h-name\">老虎资讯综合 </p>\n<p class=\"h-time smaller\">2021-06-14 20:03</p>\n</div>\n</a>\n</h4>\n</header>\n<article>\n<p>On June 12, the first stop of the 7th anniversary Open Day of Tiger Brokers, a well-known Internet brokerage, was successfully held. At the scene, Jiang Yujie, managing partner of Xintian Venture Capital, gave a keynote speech on \"Why SaaS is the best track for value investment\".</p><p>\"SaaS is the U.S. stock asset with the highest return in the past ten years.\" At the beginning of the speech, Jiang Yujie pointed out the high potential of the SaaS industry, \"From 2013 to now, the return of the entire SaaS index is as high as 970%.</p><p>If we make a horizontal comparison, in the past ten years, the most powerful FAANG portfolio in the U.S. stock market has created a return of 23 times, while the MT SAAS portfolio composed of Microsoft, Amazon and several other SaaS companies has achieved an astonishing return of 3000% in the past ten years. \"<img src=\"https://static.tigerbbs.com/c2e75d2a07faa8436f33f2edd438e7ed\" tg-width=\"2094\" tg-height=\"592\" referrerpolicy=\"no-referrer\">Why has the overall valuation level of the SaaS industry improved so much?</p><p>Jiang Yujie pointed out three reasons: \"The first is the average growth rate of SaaS. SaaS has maintained a growth rate of more than 25% in the past 7 or 8 years, almost unchanged. Secondly, because the funds invested in SaaS companies have grown exponentially, from 2010 to 2020, the funds invested in private cloud computing companies in the United States increased 12 times, reaching 180 billion US dollars last year, and the entry of large funds will bring about a significant increase in the valuation level of market value. Finally, leading SaaS companies have shown unprecedented growth endurance, such as Twilio. Although Wall Street thought its growth rate would be reduced to 30% in 2016, until now, its average growth rate is still 60%. There are still many such companies. \"</p><p>Such an astonishing sustained high growth rate is difficult for another industry to achieve. So what is the reason why SaaS can achieve such an impressive growth rate? Jiang Yujie believes that SaaS is the industrial revolution of the software industry: \"Every industrial revolution will redefine categories, redefine upstream, midstream and downstream, and open capabilities to other categories. Take Salesforce, the originator of SaaS, as an example. Salesforce first used cloud software hosting mode to redefine enterprise software. Second, it changed the traditional sales model and pricing model, skipping dealers and agents. The CRM products it developed are better than those of traditional manufacturers. Third, it launched the first PaaS, allowing these developers and SaaS vendors to build and run SaaS applications based on their platforms and open their capabilities to the market. \"<img src=\"https://static.tigerbbs.com/0797ed32a289f3b8dffd856114fb0d80\" tg-width=\"830\" tg-height=\"1174\" referrerpolicy=\"no-referrer\">When talking about the business model of the SaaS industry, Jiang Yujie gave a good example with taxation. He believes that the best business model is tax collection, and SaaS is collecting taxes from the entire industry. In detail, compared with consumption, taxation is not transferred by personal will. As long as you exist, you have to pay taxes, and more importantly, the party who collects taxes has absolute pricing power. At present, all leading SaaS companies add up to collect taxes from all companies. For example, Salesforce and Adobe collect taxes from the marketing department, Veeva collects taxes from the medical industry, etc. From marketing to IT to finance to customer service, from construction, medical care to financial retail, all industries, all enterprises and all businesses have to pay software usage tax for using software. Moreover, the \"tax\" collected by SaaS is not just software tax. For example, Twilio will charge a usage fee of $0.0075 for sending a text message. These SaaS companies, which bind their business, charging model and customer business, not only collect software usage tax, but also include business tax.<img src=\"https://static.tigerbbs.com/0ddbf1eb7133abe4fb325ee46962f47c\" tg-width=\"830\" tg-height=\"1174\" referrerpolicy=\"no-referrer\">Now that we know the potential of the SaaS industry, how can we find the optimal solution among tens of thousands of SaaS companies? Jiang Yujie gave an indicator and a rule. One indicator is NDR (Net Dollar retention), which refers to the value created by the same group of customers over time. Jiang Yujie analyzed 40 SaaS companies and found that their median NDR is 109%, which determines whether the flywheel of SaaS companies can rotate. For example, some excellent companies, such as snowflake, have an NDR of 158%. One rule is the 40% rule, which refers to the revenue growth rate of SaaS companies plus profit margins exceeding 40%. Through this rule, oligopoly companies in the market can be found.<img src=\"https://static.tigerbbs.com/e7ac706084b0b44aa05d06a9ac8a2dad\" tg-width=\"830\" tg-height=\"228\" referrerpolicy=\"no-referrer\">Finally, let's go back to investment. Under the substantial release of water by the Federal Reserve last year, the growth rate of M2 was as high as 25%. If investment cannot outperform the excess currency issuance, it is actually meaningless. Then how to outperform the M2? Jiang Yujie summed up five points: \"First, there must be good intrinsic value. What is good intrinsic value? The most fundamental factor to evaluate the value of a company's stock actually lies in the cash flow that the company can create in the future. The second is high growth, that is, it has a high growth rate. The third is a long duration. The fourth is the continuous increase in concentration. The fifth is to have a strong moat. The sixth is scarcity. I think a good SaaS company fully meets all the conditions and can maintain growth of more than 20% or 50% every year even without acquiring new customers, which tells us that this is the best way to fight inflation in our time. \"<img src=\"https://static.tigerbbs.com/e9405f6d2cb606aca0453a8a98ee290c\" tg-width=\"2084\" tg-height=\"602\" referrerpolicy=\"no-referrer\">\"When it comes to investment strategies, there are several types of targets that we can choose: the first is the platform index, the second is the vertical industry leader, and the third is the dark horse. If your goal is to outperform inflation in the long run, I think you can buy platforms and indexes at any time. There are several reasons behind it. The first is the growth of the industry and the growth of the company's business. SaaS is the biggest trend in this era. Second, don't predict the market. Third, accept a reasonable valuation. A good company must have a high valuation. Fourth, don't want to make all the money. Good high-quality assets are very scarce. If it is not a good company, its return has no upper limit, but if you hesitate, you will miss the opportunity. So don't want to make all the money, if the company is good, you can trade time for space. \"<img src=\"https://static.tigerbbs.com/059f0959630053ec172e9dedf0205cc4\" tg-width=\"2080\" tg-height=\"590\" referrerpolicy=\"no-referrer\"><b>To watch the live replay, please click:</b><a href=\"https://laohu8.com/RN?name=RNLive&rndata={\"liveId\":\"16226253307800\"}\" target=\"_blank\"><b>Tiger's Seventh Anniversary: Meeting You Unexpectedly in the World</b></a><b></b></p><p>TIPS: The presentation starts at 120 minutes.</p>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"https://static.tigerbbs.com/72f77d4ae4394b059ac188ad4f954f28","relate_stocks":{"VEEV":"Veeva Systems Inc.","NET":"Cloudflare, Inc.","TWLO":"Twilio Inc","TIGR":"老虎证券","SNOW":"Snowflake","NOW":"ServiceNow","ADBE":"Adobe","OKTA":"Okta Inc."},"is_english":false,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1125343885","content_text":"6月12日,知名互联网券商老虎证券七周年Open Day首站顺利举行。现场,信天创投管理合伙人蒋宇捷带来了《为什么SaaS是价值投资的最佳赛道》的主题演讲。\n“SaaS,是过去十年回报最高的美股资产。”在演讲的开头,蒋宇捷就点出了SaaS行业的高潜力,“从2013年到现在,整个SaaS指数的回报高达970%。\n如果进行横线对比,在过去十年,美股最厉害FAANG组合创造了23倍的回报,而由微软、亚马逊及另外几家SaaS构成的MT SAAS组合,过去十年的收益达到了惊人的3000%。”为什么SaaS行业整体的估值水平有这么大的提升?\n蒋宇捷指出了三个原因:“首先是SaaS的平均增速,SaaS在过去7、8年间保持在25%以上增速,几乎保持不变。其次是因为投到SaaS公司的资金成指数型增长,在2010到2020年间,投向美国私有云计算公司的资金增长了12倍,去年高达1800亿美金,而大资金的进入,就会带来市值的估值水平明显提升。最后就是领先的SaaS公司展现出前所未有的增长耐力,比如Twilio,虽然华尔街在2016年认为它的增速会降低到30%,但直到现在,它的平均增速还是60%,这样的公司还有很多。”\n如此惊人的持续性高增速,换做另外一个行业都很难做到,那SaaS能实现如此亮眼增速的原因是什么?蒋宇捷认为SaaS是软件业的工业革命:“每次工业革命都会重新定义品类、重新定义上中下游以及把能力开放给其他门类。而拿SaaS的鼻祖Salesforce为例,Salesforce最开始用云端的软件托管模式,重新定义了企业软件,第二,它改变了传统的销售模式和定价模式,跳过了经销商、代理商,它研发出来的CRM产品比传统厂商的更好用。第三,它推出了第一个PaaS,让这些研发者、SaaS厂商能够基于他们平台,构建和运行SaaS应用,把能力开放给市场。”而聊起SaaS行业的商业模式,蒋宇捷用税收举了一个很好的例子,他认为最好的商业模式是收税,而SaaS在向全行业收税。详细来说,与消费相比,税收不以个人的意志作为转移,只要你存在就要交税,而且更重要的是,收税的一方拥有绝对的定价权。而目前,所有头部的SaaS公司加起来,就是面向所有公司收税。比如Salesforce、Adobe收的是营销部门的税,Veeva收的是医疗行业的税等等。从营销到IT到财务到客服,从建筑、医疗到金融零售,所有的行业,所有的企业,所有的业务都要为使用软件付出软件的使用税。而且,SaaS收的“税”并不只是软件税,比如Twilio,发送一条短信会收取0.0075美元的使用费。这些把业务、收费模式和客户业务绑定的SaaS公司,不仅仅是收取软件的使用税,还包括业务税。那既然知道了SaaS行业的潜力,又该怎么在数以万计的SaaS公司中找到最优解呢?蒋宇捷给出了一个指标和一个法则,一个指标是NDR(Net Dollar retention),指的是随着时间推移,同一批客户所创造的价值。蒋宇捷将40家SaaS的公司做了分析,发现它们NDR中位数是109%,这决定了SaaS公司的飞轮能不能转得起来,像一些优秀的企业,比如snowflake的NDR是158%。而一个法则就是40%法则,指的是SaaS公司营收的增速加上利润率超过40%,通过这个法则,可以找到市场当中的寡头企业。最后再回到投资,在去年美联储的大幅放水之下,M2的增速高达25%,如果投资没有办法跑赢货币超发,其实就没有任何意义。那该如何跑赢M2?蒋宇捷总结了五点:“第一,要有好的内在价值,什么是好的内在价值?最根本的评估企业股票价值的要素其实就在于这个公司未来能够创造的现金流。第二是高增长,就是具有很高的增速。第三是持续时间长。第四是集中度不断提升。第五是具有强大的护城河。第六是稀缺。我认为好的SaaS公司完全满足所有的条件,即便不获得新客户,每年都可以保持超过20%、50%的增长,这告诉我们,这是我们这个时代对抗通胀最好的办法。”“而具体到投资策略上,我们可以选择的标的有几类:第一是平台指数,第二是垂直行业龙头,第三是黑马。如果你的目标是长期跑赢通胀,我觉得你可以买平台和指数,任何时候都可以买,背后有几点原因。第一是行业的增长和公司业务的增长,SaaS化就是这个时代最大的趋势。第二,不要预测市场,第三是接受合理估值,好的公司一定是估值高的。第四,不要想赚到所有的钱,好的优质资产是非常稀缺的,如果不是好公司,它的回报是没有上限的,但是犹豫的话会错失良机。所以不要想赚到所有的钱,如果公司很好,你可以用时间换取空间。”观看直播回放请点击:老虎七周年:在全球与你不期而遇\nTIPS:该演讲从120分钟开始。","news_type":1,"symbols_score_info":{"TWLO":0.9,"VEEV":0.9,"ADBE":0.9,"TIGR":0.9,"SNOW":0.9,"NET":0.9,"OKTA":0.9,"NOW":0.9}},"isVote":1,"tweetType":1,"viewCount":910,"authorTweetTopStatus":1,"verified":2,"comments":[],"imageCount":0,"langContent":"EN","totalScore":0},{"id":333140502,"gmtCreate":1609218991806,"gmtModify":1704977895245,"author":{"id":"3571132397157790","authorId":"3571132397157790","name":"hngng","avatar":"https://static.tigerbbs.com/0b68f1b254458ec9fdf31e9fb61ab518","crmLevel":12,"crmLevelSwitch":0,"followedFlag":false,"idStr":"3571132397157790","authorIdStr":"3571132397157790"},"themes":[],"htmlText":"New thread today ","listText":"New thread today ","text":"New thread today","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":1,"repostSize":0,"link":"https://ttm.financial/post/333140502","isVote":1,"tweetType":1,"viewCount":1849,"authorTweetTopStatus":1,"verified":2,"comments":[{"author":{"id":"3527667803686145","authorId":"3527667803686145","name":"社区成长助手","avatar":"https://static.tigerbbs.com/2b7c7106b5c0c8b0037faa67439d898f","crmLevel":1,"crmLevelSwitch":0,"idStr":"3527667803686145","authorIdStr":"3527667803686145"},"content":"Finally, when you first post [compare heart] [compare heart] post, you can get more exposure by related stocks or related topics. If you want to create high-quality articles, please checkGuidelines for Tiger Community Creation","text":"Finally, when you first post [compare heart] [compare heart] post, you can get more exposure by related stocks or related topics. If you want to create high-quality articles, please checkGuidelines for Tiger Community Creation","html":"Finally, when you first post [compare heart] [compare heart] post, you can get more exposure by related stocks or related topics. If you want to create high-quality articles, please checkGuidelines for Tiger Community Creation"}],"imageCount":0,"langContent":"EN","totalScore":0}],"defaultTab":"posts","isTTM":true}