拆解阿里巴巴新六位CEO

3月28日，阿里巴巴宣布“1+6+N”组织变革，设立阿里云智能、淘宝天猫商业、本地生活、国际数字商业、菜鸟、大文娱六大业务和多家业务公司，实行各业务董事会领导下的CEO负责制，对各自经营结果负总责。

这是阿里巴巴成立24年来规模最大的一次组织变革。关于这次变革，业内关注和讨论最多的就是六大业务的未来。在“中台战略”主导的时代，阿里集团与六大业务之间更多是主从关系，人们对阿里这家公司的认知，是一张主席台下六个听令的将帅；“1+6+N”之后，主席台变成了圆桌会议，阿里巴巴的命运，将更多由这六大业务决定，尤其是掌控它们的6位CEO：张勇、戴珊、俞永福、蒋凡、万霖和樊路远。

此次组织变革全员信中提到，每一个阿里人都必须回归到一个创业者的状态再出发。这6位CEO的身份，也将从久经战阵的元勋宿将，变为从0到1的开路先锋。

01

张勇：脱下西装变身极客

4月11日的阿里云峰会，张勇首次以兼职阿里云智能集团CEO的身份对外亮相。这一次他一反常态地不再以西装革履示人，而是穿上了极客风的休闲夹克，还给AI时代下了一个极具技术范儿的强判断：未来所有产品都值得用大模型重做一遍。在阿里巴巴1+6+N全新架构之后，张勇作为阿里云CEO最先走入了新角色。

这是张勇人生中第三次重大的角色转换。第一次是在2008年，他以淘宝CFO的身份兼职淘宝商城，也就是后来的天猫的总经理。这一阶段，他一手打造了双十一购物节，一手做起了阿里的B2C业务。天猫和双十一的成功，不但造就了阿里，也改变了品牌对电商的认知，给中国所有的电商公司搭出了新舞台。担任COO后，他又成功带领淘宝实现了从PC端到移动端的转型。在当时的阿里人口中，这一转型是“在高速公路上将汽车引擎换成波音747飞机引擎”，PC时代的互联网公司真正能实现转型并超越过去的寥寥无几，而张勇交出了最漂亮的成绩单。时至今日，阿里内网中员工给张勇贴的最多的一个标签，是“比我聪明还比我勤奋”。

第二次是2018年担任阿里集团董事局主席兼CEO。马云曾说，天不怕地不怕，就怕CFO当CEO，但在为阿里巴巴选择接班人时，他毫不犹豫地敲定了张勇，并认为他“展现出了卓越的商业才华和坚定沉着的领导力”，“具有超级计算机般的逻辑和思考能力”，“敢于站在未来创新设计新型商业模式和业态。”5年来，张勇用行动证明了，他完全配得上马云对他的评价。在他的带领下，阿里从一家电商公司，转变为包括电子商务、线下零售、智慧物流、人工智能和云计算等在内的庞大系统，深刻影响着商业世界的变化和中国人的日常生活。

张勇在阿里的经历，可以用他自己的一句话总结：“最好的团建方式，就是从胜利走向下一个胜利”。今天，所有公司都站在了新技术革命的起跑线上，张勇所担负的，仍是阿里巴巴最具潜力的云计算和AI业务，他过去的无往不胜，是我们对阿里云保持信心最重要的理由之一。

02

俞永福：结硬寨、打呆仗、啃最硬的骨头

在进入阿里之前，俞永福就已将UCweb做成了国内市占率第一的移动浏览器，其出众的战略判断和管理思维，被业界津津乐道。

战略上，UC优视的主营业务原本不是浏览器，是俞永福入主之后顶住压力，选择了这一正确的赛道，以其卓越的战略判断，让UC获得了2000倍的成长。管理上，曾与俞永福共事的雷军，称其为“刘备式的管理者”：有能力提升和带领团队，同时能进能退，一进蜀国就能把天下分成三份。

俞永福进入阿里后的经历，继续体现了他在战略和管理上的独到。2015年，在与百度地图的竞争中，俞永福果断砍掉了高德的O2O业务，专注地图导航，1年后百度因为O2O持续亏损，高德反倒实现DAU反超，打出了互联网商业竞争史上的精彩一仗。从2017开始，在滴滴占据绝对主导的网约车领域，高德通过聚合打车模式涓滴成流，日单量超过千万，至今市占率已达到30%，成功在这个早已被宣布胜利的赛道，啃下了一块硬骨头。

本地生活集团是阿里业务版图中公认的老大难，也耗费了张勇最多的心力。2021年底，张勇亲自将这块最难啃的硬骨头交到了俞永福手上。俞永福当时面对的，可能是电商领域最复杂也最困难的竞争格局，除高德外，其他业务相比对手都不具备优势。他明白本地生活无巧力可借，选择的是曾国藩的方法：结硬寨、打呆仗。

俞永福曾说：“如果每天能解决一个小问题，三年就能去解决超过一千个，用户和商户的体验会变好很多。迷茫时就去解bug。”经过了一年多的解bug，他实现了亏损收窄近四成，饿了么的单位经济效益转正，这是本地生活集团近年来最大的亮点。

阿里组织变革后，本地生活可能仍是bug最多的业务之一，但放开手脚的俞永福，值得我们的高度期待。除了他一直以来表现出的超乎常人的能力，还有他那极具感染力的乐观——

“永福永福，永远幸福。”http://cxounion.cn

03

蒋凡：“出海”打赢翻身仗

今年2月，顶着全球经济低迷和新冠疫情的巨大压力，阿里巴巴的公布了最新财报。但令人意外的是，这份财报竟然带来不少惊喜。

尤其是海外电商业务方面，Lazada、速卖通、Trendyol和Daraz等几大海外平台，不仅整体订单量逆势增长，收入更是同比大涨26%。

其中Lazada在东南亚国家的市场份额却不降反升，土耳其电商Trendyol的单季度增速更达到50%。恍惚间，仿佛一夜梦回中国互联网的黄金时代。http://cxounion.cn

而带来这耀眼的成绩单的，正是现任国际数字商业集团CEO蒋凡。

“是金子总会发光”、 “派蒋凡出海，阿里赌对了”，一时间，各种溢美之词外界开始充斥各种媒体平台。

作为阿里巴巴曾经最年轻的合伙人，蒋凡的业务能力有目共睹。毕业于复旦大学计算机系的他，曾任职Google中国，随后创办移动开发者服务平台——友盟，并先后获得李开复创新工场、经纬领投等知名机构的投资。

2013年，阿里巴巴以8000万美元收购友盟。作为成功的创业者，蒋凡没有在公司被收购后“躺平”，而是站上了阿里这个更大舞台，从手机淘宝用户增长“一号位”，到淘宝天猫总裁，在他掌舵淘系的7年时间里，阿里电商用户规模从2亿多增长到近10亿，淘系GMV从1万多亿增长至近9万亿。

2022年1月1日，蒋凡离开淘宝天猫，开始分管阿里巴巴海外业务，一时引发不少议论，认为可能与他私生活处理不当有关，似乎有“贬职”之嫌。

不过，敏锐的观察者同时也发现，彼时阿里巴巴海外市场的消费者总数为2.85亿，这恰好与2015年蒋凡负责手机淘宝业务时2.89亿月活用户数基本相等。互联网红利消失后，国内电商行业早已进入存量竞争时代，但海外市场却正是广阔的蓝海所在。

从2.89亿到10亿的增长经验，这是蒋凡带给国际数字商业集团的最大财富，如果可以成功复制国内成功经历，其意义无异于再造一个阿里巴巴！

04

戴珊：率领阿里基本盘

再创新再创业

淘宝天猫是阿里的基本盘，而它的领导者戴珊，则称得上是阿里人和阿里文化的基本盘。

就在几天前，戴珊率领淘宝天猫第一个完成了组织变革：设立3大行业发展部，分别解决多元供给、品牌和时效三个层级的用户需求。而在1年多以前，戴珊履新淘宝天猫之初，便完成了史上规模最大的组织调整，用三大中心实现淘宝、天猫的全面融合。这两次大调整的核心驱动，就是戴珊经常谈到的“用户价值”。

对用户价值、用户体验的敏锐嗅觉和极度重视，在戴珊身上一以贯之。身为阿里十八罗汉之一，工号11的创始员工，她在CEO中拥有最丰富的内部经历：阿里巴巴和淘宝网人力资源资深副总裁、集团首席人才官、首席客户服务官、B2B事业群总裁，对于阿里价值观中的“客户第一”，二十多年来她一直身体力行。任职CCO期间，她对阿里客服体系大刀阔斧地改革，落地了“极速退款”和“极速维权”两项服务，极大提升了用户体验。接手B2B时，面对这一被人诟病为阿里内部“最不具有想象空间”的业务，她又一次从用户体验出发，将B2B裂变为产业电商和社区电商，孵化出了阿里最重要的两块下沉市场业务：淘特和淘菜菜。在她的手中，B2B业务每年增幅都超过两位数。http://cxounion.cn

接手淘宝天猫后，戴珊对电商作出了“从流量到留量时代”的宏观判断，将淘宝天猫的经营战略确立为“从交易到消费”，全力提升用户的消费体验。在一年多的持续努力下，不但淘宝重新拿回电商类APP日活第一，2022年全年，淘宝天猫还涌现了5万个成交百万级的新品，购物超过1万元的消费者中，有98%愿意继续留在app内购物。

今天中国互联网和电商的规模增长已经触顶，谁能做深业务、服务好用户，抓住用户的全生命周期价值，谁就能抓住电商的明天。戴珊肩头的担子，可能是6个CEO中最重的，但她已经先人一步，走在了一条正确的道路上。

05

樊路远：“余额宝之父”

“老阿里”的代表

大文娱CEO樊路远，花名“木华黎”，不过在阿里内部，大家更习惯称他为“老樊”。这既是为了表达亲切，同时也彰显了他“老阿里”的身份。http://cxounion.cn

2007年加入阿里巴巴的樊路远，曾经在支付宝工作十年，先后任支付宝事业群总裁、财富事业群总裁等重要职位。

坊间流传，2012年12月一家叫天弘基金的基金公司的负责人找到樊路远，洽谈合作推出一个产品。据说，当时樊路远没等对方讲完，就立刻拍板，“这个事可以做”，那个产品就是著名的余额宝。

有媒体评价樊路远，“他有敏锐的判断力，也具有快速打破一个行业僵化局面、引爆市场的能力”，。

正凭借在着这种判断力和执行能力，樊路远所领导的快捷支付、余额宝两大战役都取得了成功，并在2014年成为阿里巴巴的第一批合伙人。

不过，虽然身为“老阿里”，要当好大文娱集团的家并不容易，一方面，三年疫情给中国影视产业带来巨大冲击，电影院暂停营业，影片拍摄和发行受到延迟，许多影视公司也面临困境。与此同时，在互联网视频领域，来自爱奇艺、腾讯视频和各家影视公司的竞争态势也更加激烈。

据报告显示，2020年中国电影市场票房收入仅为2019年的38.8%，全年总票房仅为2020年的206.8亿元人民币，这也是2015年以来市场的最低点。

不过，困难中也有不少希望，最新财报显示，阿里大文娱2022年第四季经营亏损为10.24亿元，相比上年同期的21.39亿元大幅减少，经调整EBITA为亏损2500万元，已经接近盈亏平衡线。

不久前，3月30日第十届中国网络视听大会于成都开幕，樊路远专程发布演讲，他表示，今年优酷将“为好内容全力以赴”作为品牌主张，通过“青年导演扶持计划”“拔萃•编剧计划”，提高新视听内容的质量，促进企业数字化转型升级。

他还强调，“未来，优酷将以‘数字技术+优质内容’双轮驱动，持续推动中国影视工业化进程”。

此次发言恰在阿里的组织变革之后，对于此时的樊路远，这可能已不仅是一场公开演讲，更是他对于大文娱集团独立发展之后信心的宣誓。http://cxounion.cn

06

万霖：或带领菜鸟最先启动上市

相对于其他五大业务，菜鸟集团CEO万霖可能是最低调的。但是他所掌舵的菜鸟集团却一点不低调，不仅是中国最大的物流平台之一，也是阿里组织变革后第一个传出要上市的业务。

据彭博社3月30日报道，菜鸟计划在香港上市，最早可能在年底完成。虽然消息遭到菜鸟否认，表示“目前尚无明确规划和时间表”，但也颇有欲盖弥彰的感觉。http://cxounion.cn

其实物流作为阿里巴巴多年深耕，并且投入大量资金和技术的领域，独立上市本来就是水到渠成的事。

去年，万霖曾专门接受媒体采访，介绍菜鸟的战略。他表示，菜鸟的目标是做一家物流产业互联网公司，带着互联网技术的优势，深入物流产业，直接进行物流运营，创造新的体验和新的价值。

他说，“送货上门对菜鸟来说是难而正确的事，坚持长期主义，真正沉下心来把送货上门做扎实，把简单的事情做对、做到位了，就是竞争力和差异化。”

万霖拥有多年的跨境电商和物流经验，曾在亚马逊从事供应链相关业务，2014年加盟菜鸟后，专门负责跨境电商增长，也正是在这一时期，菜鸟梳理出一张较为明晰的商业脉络。http://cxounion.cn

在菜鸟网络，万霖长期负责推动全球跨境业务的增长，加强与国际物流公司的合作，提升跨境物流的效率和服务质量。他还积极推进“一带一路”倡议，推动中国物流企业向世界输出服务。

数据显示，在万霖的领导下，菜鸟全球物流已经形成包括B2C跨境包裹和B2B国际货运的综合服务能力。国际货运提供了全球160多个国家和地区到港，60多个国家到门服务，运营的海外分拣中心总数增至15个。

有媒体做过测算，目前菜鸟的营收占比已经达到阿里巴巴的7%，仅次于淘宝天猫和云业务，而本地生活占比只有5%，可以说万霖虽然低调，但却是“隐形的冠军”，其掌舵的正是阿里巴巴战略中的重要一环。

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

翻译

On March 28, Alibaba announced the “1+6+N” organizational reform. And setting up Ali Cloud Intelligence, Taobao Tmall business, local life, international digital business, Cainiao, big entertainment six businesses and a number of business companies. Implementing the CEO responsibility system under the leadership of the board of directors of each business,

responsible for the overall results of their respective operations.

This is the biggest organizational change in Alibaba’s 24-year history. About this change, industry attention and discussion is the most about the future of the six businesses. In the era dominated by “Middle Taiwan strategy”, the relationship between Ali Group and the six businesses is more master-subordinate. People’s perception of Ali is that the company is a general who follows orders under the chairman. After “1+6+N,” the podium turned into a roundtable. And Alibaba’s fate will be determined more by the six businesses, especially the six ceos who control them: Zhang Yong, Kardashian, Yu Yongfu, Jiang Fan, Wan Lin and Fan Luyuan.

As mentioned in the letter, every Ali employee must return to the state of being an entrepreneur before starting out. The identities of these six ceos will also change from veterans of the battle to pioneers from zero to one.

Daniel Zhang: Take off your suit and become a geek

At the Ali Cloud Summit on April 11, Zhang Yong made his first appearance as the part-time CEO of Ali Cloud Intelligence Group. This time, he uncharacteristically ditched his suit for a geeky casual jacket. And made a strong technical judgment about the AI era: all future products are worth remaking in big models. After the new 1+6+N structure of Alibaba. And Zhang Yong first stepped into the new role as the CEO of Alibaba Cloud.

This is the third major role reversal in Zhang’s life. The first was in 2008, when he took a part-time job as CFO of Taobao Mall, which later became Tmall’s general manager. During this period, he created the Singles’ Day shopping Festival and started Alibaba’s B2C business. The success of Tmall and Singles’ Day not only created Alibaba. But also changed the brand’s perception of e-commerce, creating a new stage for all e-commerce companies in China.

As COO, he successfully led Taobao’s transition from PC to mobile. There are few Internet companies in the PC era that have truly transformed. And outperformed the past, and Zhang has delivered the best report card for a transformation

His success in the past is one of the most important reasons for our confidence in Alibaba Cloud.

that Alibaba then described as “replacing car engines with Boeing 747 engines on the highway.” Up to now, one of the labels most frequently attached to Zhang Yong by employees on the Intranet of Alibaba is “smarter and more diligent than me”.

The second time was as Chairman and CEO of Alibaba Group in 2018. Jack Ma once said that he was afraid of the CFO as the CEO. However, when choosing a successor for Alibaba, he chose Zhang Yong without hesitation. They believing that he “shows outstanding business talent. And firm and calm leadership”, “has the logic and thinking ability like a supercomputer”. And “dares to stand in the future to innovate and design new business models and formats”. Over the past five years, Mr Zhang has proved himself worthy of Mr Ma’s assessment. Under his leadership, Alibaba transformed from an e-commerce company into a vast system that includes e-commerce, offline retail, smart logistics, artificial intelligence and cloud computing. That profoundly affecting the changes in the business world and the daily life of the Chinese people.

Zhang Yong’s experience in his own words: “The best way to build a league is to move from victory to victory.” Today, all companies are standing at the starting line of the new technology revolution. Daniel Zhang is still responsible for Alibaba’s most promising cloud computing and AI business. His success in the past is one of the most important reasons for our confidence in Alibaba Cloud.

02 Yu Yongfu: Build a hard fortress, fight dumb battles and chew the hardest bone

Before joining Alibaba, Yu Yongfu had already made UCweb the mobile browser with the largest market share in China. His outstanding strategic judgment and management thinking were talked about by the industry.

In terms of strategy, the main business of UCWeb was not originally browser. It was Yu Yongfu who chose the right track against the pressure after he took office. With his excellent strategic judgment, UC achieved 2000 times growth. In management, Lei Jun. Who once worked with Yu Yongfu, calls him a “Liu Bei type manager” capable of promoting and leading a team

while advancing and retreating, dividing the country into three parts once entering Shu.

Yu Yongfu’s experience after joining Alibaba continues to reflect his unique strategic and management skills. In 2015, in the competition with Baidu Map, Yu Yongfu decisively cut down Autonavi’s O2O business and focused on map navigation. One year later, due to Baidu’s continued losses in O2O, Autonavi surpassed DAU, making a wonderful battle

s successfully cracked a tough hole in a race that has long been declared a victory

in the history of Internet business competition. Since 2017, Autonavi has trickled into a stream in the car-hailing field dominated by Didi, with more than 10 million orders per day and a market share of 30% so far. It has successfully cracked a tough hole in a race that has long been declared a victory.

Local life Group is a recognized problem in Alibaba’s business landscape, and it has also consumed the most of Zhang Yong’s efforts. At the end of 2021, Zhang Yong personally handed Yu Yongfu the hardest bone to crack. At that time, Yu Yongfu was probably faced with the most complex and difficult competitive landscape in the e-commerce field. Except Autonavi, other businesses did not have advantages compared with their rivals. He knew that there was no clever power to borrow from local life, so he chose Zeng Guofan’s method: fighting hard and fighting dumb.

Yu Yongfu once said, “If we can solve one small problem every day, we can solve more than 1,000 problems in three years. And the experience of users and merchants will be much better. When you’re confused, fix the bug.” After solving the bug for more than a year, he narrowed the loss by nearly 40%, and the unit economic benefit of Ele. me turned positive. Which is the biggest highlight of Local Life Group in recent years.

After the organizational reform of Alibaba, local life may still be one of the most buggy businesses, but Yu Yongfu’s free hand is worth our high expectations. In addition to the extraordinary ability he has always displayed, there is also his infectious optimism

“Eternal happiness, eternal happiness.” http://cxounion.

03 Jiang Fan: “Go to sea” to win victory

In February, Alibaba announced its latest financial results amid the global economic downturn and the coronavirus pandemic. But the earnings report was surprisingly full of surprises.

Especially in terms of overseas e-commerce business.

several overseas platforms such as Lazada, AliExpress, Trendyol and Daraz not only bucked the trend of overall order volume growth. But also increased their revenue by 26% year on year.

Lazada’s market share in South-East Asia has risen, while Trendyol, a Turkish e-commerce firm, grew by 50% in a single quarter. Trance, as if one night dream back to the golden age of China’s Internet. http://cxounion.cn

And bring this dazzling report card, it is the current international digital business Group CEO Jiang Fan.

Gold will always shine

“Gold will always shine”, “send Jiang Fan to sea, Ali bet right”, for a time, all kinds of praise began to fill all kinds of media platforms.

As the youngest ever partner of Alibaba, Jiang Fan’s business ability is well known. After graduating from Fudan University with a degree in computer science. He worked for Google China and then founded mobile developer service platform — Youmeng, which has received investment from Kai-Fu Lee Innovation Works and Matrix Partners.

Alibaba bought Youmeng for $80 million in 2013. As a successful entrepreneur, Jiang Fan did not “lie flat” after the company was acquired, but stood on the larger stage of Ali, from the mobile Taobao user growth “number one”. That to the president of Taobao Tmall, in his 7 years at the helm of Taobao. Ali e-commerce user scale from more than 200 million to nearly 1 billion. Taobao GMV from more than 1 trillion to nearly 9 trillion.

its significance is no different from recreating Alibaba

On January 1, 2022, Jiang Fan left Taobao and Tmall to take charge of Alibaba’s overseas business. Which sparked a lot of discussion that it might be related to his improper handling of his private life, as if he was “demoted”.

However, keen observers also noted that the total number of customers in Alibaba’s overseas markets at that time was 285 million,

roughly the same as the 289 million monthly active users in 2015, when Jiang Fan was in charge of the mobile Taobao business. After the disappearance of the Internet dividend, the domestic e-commerce industry has already entered the era of stock competition, but the overseas market is exactly the vast blue ocean.

The growth experience from 289 million yuan to 1 billion yuan is the biggest wealth Jiang Fan has brought to the international digital business group. If he can successfully replicate the domestic successful experience, its significance is no different from recreating Alibaba!

04 Kim: Leading the Ali Basic plate

Re-innovation and re-entrepreneurship

Taobao Tmall is the basic plate of Ali. And its leader Kardashian, can be called the basic plate of Ali and Ali culture.

Just a few days ago, Kardashian led Taobao and Tmall to complete the first organizational change: the establishment of three industry development departments, respectively to address the needs of multiple supply, brand and effectiveness of three levels of users. More than a year ago, when she took over Taobao and Tmall, she completed the largest organizational adjustment in history, using three centers to realize the comprehensive integration of Taobao and Tmall. At the heart of these two changes is what Kardashian often talks about: “user value.”

A keen sense of user value and user experience, and a great emphasis on it, Kardashian is consistent. As one of the 18 Arhats of Alibaba and the founding employee of Job number 11, she has the richest internal experience among ceos: Senior Vice president of human resources of Alibaba and Taobao, group chief talent officer, chief customer service Officer, and president of B2B business group.

customer first

She has been practicing the “customer first” value of Ali for more than 20 years. During her tenure at CCO, she reformed Ali’s customer service system in a bold and bold way, launching two services, “Speedrefund” and “Speedsafeguard”, which greatly improved user experience. When she took over B2B, which was criticized as “the least imaginative business” in Ali. And she divided B2B into industrial e-commerce and community e-commerce again from the perspective of user experience, and incubated the two most important sinking market businesses of Ali: Tao Tao and Tao Caicai. In her hands, B2B business has grown by more than double digits each year. http://cxounion.cn

After taking over Taobao Tmall, Kardashian made a macro judgment on e-commerce “from the flow to the retention era”, established the business strategy of Taobao Tmall as “from transaction to consumption”, and made every effort to improve users’ consumption experience.

With more than one year’s continuous efforts, not only did Taobao regain the first place in the daily life of e-commerce apps, but in 2022, there were also 50,000 new products with a transaction volume of 1 million on Taobao Tmall. Among the consumers who purchased more than 10,000 yuan, 98% were willing to continue shopping in the APP.

Today, the scale growth of China’s Internet and e-commerce has reached a peak. Whoever can deepen business, serve users well and seize the full life cycle value of users will seize the future of e-commerce. Kardashian may have the heaviest shoulders of any of the six ceos, but she’s already headed in the right direction.

05

Fan Luyuan: “Father of Yu Ebao”

“Old Ali” representative

Fan Luyuan, CEO of the entertainment company, is known as Mu Huali, but inside Alibaba he is better known as Old Fan. It was both a gesture of warmth and an acknowledgment of his “old Ali” status. http://cxounion.cn

Fan Luyuan joined Alibaba in 2007. He has worked in Alipay for ten years, successively serving as president of Alipay business group and president of Fortune business Group.

Rumor has it that in December 2012, the head of a fund company called Tianhong Fund approached Fan Luyuan to discuss the launch of a product. It is said that Fan Luyuan did not wait for the other party to finish, immediately agreed to do it, the product is the famous Yu ‘e Bao.

Some media commented on Fan Luyuan, “He has keen judgment, but also has the ability to quickly break the rigid situation of an industry and detonate the market”.

With this kind of judgment and execution ability, Fan Luyuan led two successful campaigns, namely Fast Pay and Yu ‘e Bao, and became one of Alibaba’s first partners in 2014.

old Ali

However, although as “old Ali”, it is not easy to become the home of Haoda Entertainment Group. On the one hand, the epidemic has brought a huge impact on China’s film and television industry in the past three years. Cinemas have been suspended, film shooting and distribution have been delayed. And many film and television companies are also facing difficulties.

At the same time, in the field of Internet video, the competition from iQiyi, Tencent Video and various film and television companies is also more intense.

According to the report, the box office of China’s film market in 2020 is only 38.8 percent of that of 2019, and the total annual box office is only 20.68 billion yuan, which is also the lowest point of the market since 2015.

However, difficulties also have a lot of hope, the latest financial results show that Ali Entertainment in the fourth quarter of 2022 operating loss of 1.024 billion yuan. And compared with the same period of last year’s 2.139 billion yuan. adjusted EBITA loss of 25 million yuan, has been close to the break-even line.

Not long ago, the 10th China Online Audiovisual Conference opened in Chengdu on March 30, Fan Luyuan made a special speech, he said that this year Youku will “go all out for good content” as the brand proposition.

Best – screenwriter program

Through the “Young director support program” and “Best – screenwriter program”, improve the quality of new audiovisual content, promote the digital transformation and upgrading of enterprises.

He also stressed that “in the future, Youku will continue to promote the industrialization process of Chinese film and television with the dual wheel drive of ‘digital technology + quality content’”.

This speech came just after Alibaba’s organizational change. For Fan Luyuan at this time, it may not only be a public speech, but also a pledge of his confidence in the independent development of the entertainment Group. http://cxounion.cn

06 Wan Lin: Or lead Cainiao to start listing first

Compared with the other five businesses, Cainiao CEO Wan Lin is probably the least high-profile. But his company, Cainiao, is anything but low-key. It is not only one of China’s largest logistics platforms, but also the first of Alibaba’s businesses to talk of going public after the company’s organizational changes.

Cainiao plans to list in Hong Kong. Which could be completed as early as the end of the year, Bloomberg reported on March 30.

there is no clear plan and timetable”, but also a sense of hiding

Although the news was denied by Cainiao, saying that “there is no clear plan and timetable”, but also a sense of hiding. http://cxounion.cn

In fact, as Alibaba has been deeply engaged in logistics for many years, and invested a lot of capital and technology in the field, independent listing is a natural thing.

Last year, Wan Lin gave media interviews to introduce Cainiao’s strategy. He said Cainiao’s goal is to be an Internet company in the logistics industry. With the advantages of Internet technology, Cainiao will go deep into the logistics industry, directly carry out logistics operations, and create new experiences and new values.

He said, “door-to-door delivery is difficult and the right thing for the rookie, adhere to the long-term principle, really settle down to do solid door-to-door delivery, the simple things to do, do the position, is competitiveness and differentiation.”

Wan Lin has years of experience in cross-border e-commerce and logistics. He used to work in supply chain related business at Amazon. After joining Cainiao in 2014, he was specifically responsible for the growth of cross-border e-commerce. h

At Cainiao, Wan has long been responsible for driving the growth of cross-border business globally, strengthening cooperation with international logistics companies. And improving the efficiency and service quality of cross-border logistics. He has also actively promoted the Belt and Road Initiative. And pushing Chinese logistics companies to export their services to the world.

Statistics show that under Wan’s leadership, Cainiao Global Logistics has formed

a comprehensive service capability including B2C cross-border parcel and B2B international freight. International Freight provides more than 160 countries and regions in the world to the port, more than 60 countries to the door service, the total number of operating overseas sorting centers increased to 15.

Some media have calculated that Cainiao’s revenue has reached 7% of Alibaba’s, second only to Taobao Tmall and cloud business. While local life accounts for only 5%. It can be said that Wan Lin, although low-key, is the “invisible champion”, whose helm is an important part of Alibaba’s strategy.、

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于AI蓝媒汇；编辑/翻译：CXO UNIONCXO联盟小O。

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