one. why come
Perception of corporate culture building
Feel Ali's innovative measures in corporate culture and employees' humanistic life, and learn how Ali has built itself into a happy company.
Learn how to manage business
Learn from Ali's unique management concept and choose the most suitable way to improve enterprise management capabilities
Using Ali's "Three Axes" and Political Commissar Theoretical System to improve the management level of enterprise grassroots managers
Use Ali's team management skills to build your own core management team
Benchmark enterprise building
The Four Forces Model is a comprehensive benchmarking of Alibaba's theoretical model and thinking methodology. From the Four Forces Model to comprehensively benchmarking Alibaba, it analyzes the key elements of Alibaba's success in an all-round and multi-dimensional manner, finds out the gap between enterprises and Alibaba in terms of the four forces, and jointly creates Find ways and means to close the gap.
two. Company Introduction
Alibaba, as China's largest e-commerce platform company and the world's second largest Internet company, was established in Hangzhou, China in 1999. Over the past 20 years, Alibaba has grown from 18 founders to 30,000, starting from 500,000. Up to now, the market value exceeds 500 billion US dollars, and it ranks among the top 500 in the world.
Alibaba Group has grown to become a global leader in online and mobile commerce. Alibaba Group and its affiliates currently operate industry-leading wholesale and retail platforms, as well as cloud computing, digital media and entertainment, and innovative projects and other businesses.
Three. Course Highlights
Four. Enterprise real scene
5. Content Arrangement
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time |
Theme content |
Receptionist |
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Day 1 |
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8:30—9:30 |
Bus Classroom Share Alibaba's development and growth path, and guide students to walk into Alibaba with questions. |
Learning Advisor |
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9:31-10:15 |
Visit Ali Park 1. Visit Ali Culture Exhibition Hall 2. Visit Fenglin Evening/ Fitness Club/Ali Canteen, etc., and feel the corporate culture Visit Ali Post Office/ Ali Chao/Alibaba Starbucks, etc., feel the martial arts culture and innovative genes |
Ali reception staff |
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10:16-12:00 |
Theme sharing: Alibaba's values creation and political commissar system 1. Ali Cultural Innovation Road 2. Ali Management Innovation 3. Live interaction |
Ali executives |
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12:00-13:00 |
Ali staff canteen lunch Experience Ali's logistics service system |
Ali reception staff |
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14:00-17:00 |
Theme sharing: Ali management of three axes 1. The motivation for managing the three-pronged axe 2. Ali Manager's Cultivation Road: Ali Management General Outline 3. The Ali culture that keeps pace with the times 4. Ali’s middle and senior management are three axes 5. Live interaction |
Ali Senior Lecturer |
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18:00-20:00 |
Students interact and share their learnings |
Learning Advisor |
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time |
Subject content |
Receptionist |
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The next day |
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09:00-10:00 |
Theme Sharing: The Strategic Power of the Four Forces Model of Benchmarking Companies 1． Drucker's Five Classic Questions 2.Student Enterprise Strategic Strength Review 3.Entrepreneurship and Corporate Vision Mission 4.Four key elements of corporate strategy 5.Case: Interpretation of Benchmarking Enterprise Strategic Strength 6.Practice: On-site comments and feedback on students' corporate strategy |
Mr. Zhao |
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10:01-11:00 |
Theme Sharing: The Cultural Power of the Four Forces Model of Benchmarking Enterprises 1. Student corporate culture inspection 2. 4 levels of corporate culture 3. The trilogy of corporate culture enhancement tools 4. Case: Benchmarking corporate culture and landing case sharing 5. Actual combat: On-site comments and feedback on corporate culture of students |
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12:00-14:00 |
lunch/break |
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14:01-15:00
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Theme Sharing: The Innovation of the Four Forces Model of Benchmarking Enterprises 1. Student Enterprise Innovation Assessment 2. The connotation of innovation and Schumpeter's innovation theory 3. Four thoughts on improving corporate innovation 4. Why the innovator's dilemma arises 5. Case: Benchmarking enterprise innovation and landing case sharing 6. Actual combat: On-site comments and feedback on student enterprise innovation |
Mr. Zhao |
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15:01-16:00 |
Theme sharing: the cornerstone of the steady development of benchmarking companies-Compliance 1. What is compliance? Why do businesses need compliance? 2. The awareness of compliance at different development stages of the enterprise |
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16:01-17:00 |
The Four Forces Model of Benchmarking Enterprises |
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