Inc. magazine - By
Rebecca Fannin, January 2008
Jack Ma hit pay dirt when his Chinese business-to-business start-up,
Alibaba.com, went public, in November. The offering raised more than
$1.5 billion and gave the company a valuation of $26 billion. Ma, 43,
grew up during China's Cultural Revolution. He taught himself English,
then caught the Internet wave as China's economy opened in the 1990s.
Today, Alibaba is China's largest B2B site and a favorite among American
and European companies that are buying from Chinese suppliers. The site
earned $39 million on revenue of $129 million in the first half of 2007.
Ma has also taken Alibaba into search, through a joint venture with
Yahoo (NASDAQ:YHOO), and his Taobao online auction site has become
bigger than eBay (NASDAQ:EBAY) in China.
When I was 12 years old, I got interested in learning English. I rode my
bike for 40 minutes every morning, rain or snow, for eight years to a
hotel near the city of Hangzhou's West Lake district, about 100 miles
southwest of Shanghai. China was opening up, and a lot of foreign
tourists went there. I showed them around as a free guide and practiced
my English. Those eight years deeply changed me. I started to become
more globalized than most Chinese. What I learned from my teachers and
books was different from what the foreign visitors told us.
The other event that fundamentally changed me was in 1979, when I met a
family with two kids from Australia. We met and spent three days
together and played Frisbee. We became pen pals. In 1985 they invited me
to go to Australia for a summer vacation. I went in July, and those 31
days changed my life. Before I left China, I was educated that China was
the richest, happiest country in the world. So when I arrived in
Australia, I thought, Oh, my God, everything is different from what I
was told. Since then, I started to think differently.
I flunked my exam for
university two times before I was accepted by what was considered my
city's worst university, Hangzhou Teachers University. I was studying to
be a high school English teacher. In my university, I was elected
student chairman and later became chairman of the city's Students
When I graduated, I
was the only one of 500 students assigned to teach at a university. My
pay was 100 to 120 renminbi, which is like $12 to $15 per month. I
always had a dream that when I finished my five years, I would join a
business--a hotel or whatever. I just wanted to go do something. In
1992, the business environment started improving. I applied for a lot of
jobs, but nobody wanted me! I was turned down for secretary to the
general manager of a Kentucky Fried Chicken.
Then, in 1995, I went
to Seattle as an interpreter for a trade delegation. A friend showed me
the Internet there for the first time. We searched the word beer on
Yahoo and discovered that there was no data about China. We decided to
launch a website and registered the name China Pages.
I borrowed $2,000 to set up the company. I knew nothing about personal
computers or e-mails. I had never touched a keyboard before that. That's
why I call myself "blind man riding on the back of a blind tiger."
We competed with China Telecom for about a year. The general manager of
China Telecom offered to invest $185,000 to do a joint venture. It was
the most money I had ever seen in my life. But unfortunately, China
Telecom (NYSE:CHA) got five board seats. I got two board seats.
Everything we suggested, they turned us down. It was like an elephant
and an ant. I resigned. Then, I got an offer to come to Beijing and run
a new government group to promote e-commerce.
My dream was to set
up my own e-commerce company. In 1999, I gathered 18 people in my
apartment and spoke to them for two hours about my vision. Everyone put
their money on the table, and that got us $60,000 to start Alibaba. I
wanted to have a global company, so I chose a global name. Alibaba is
easy to spell, and people everywhere associate that with "Open, Sesame,"
the command that Ali Baba used to open doors to hidden treasures in One
Thousand and One Nights.
There were three
reasons why we survived. We had no money, we had no technology, and we
had no plan. Every dollar, we used very carefully. The office opened in
my apartment. We expanded when we raised money from Goldman Sachs in
1999 and then Softbank Corporation in 2000.
We're in China today
because I believe in one thing: global vision, local win. We designed
the business model ourselves. Our focus is on helping small and
medium-size companies make money. We never copied a model from the U.S.,
like a lot of Chinese Internet entrepreneurs did. We focused on product
quality. It has to be "click and get it." If I can't get it, then it's
I call Alibaba "1,001 mistakes." We expanded too fast, and then in the
dot-com bubble, we had to have layoffs. By 2002, we had only enough cash
to survive for 18 months. We had a lot of free members using our site,
and we didn't know how we'd make money. So we developed a product for
China exporters to meet U.S. buyers online. This model saved us. By the
end of 2002, we made $1 in profits. Each year we improved. Today,
Alibaba is very profitable.
The lessons I learned
from the dark days at Alibaba are that you've got to make your team have
value, innovation, and vision. Also, if you don't give up, you still
have a chance. And, when you are small, you have to be very focused and
rely on your brain, not your strength.
Going public is an
important milestone for Alibaba. The time was right. Our B2B company is
established, market conditions are healthy, and management is strong.
The reception proved a mainland Chinese company can list in Hong Kong
and still get a very strong valuation and global investor interest.
My vision is to build
an e-commerce ecosystem that allows consumers and businesses to do all
aspects of business online. We are going into search with Yahoo and have
launched online auction and payment businesses. I want to create one
million jobs, change China's social and economic environment, and make
it the largest Internet market in the world.
I'm just a purist.
What is important in my life is that I can do something that can
influence many people and influence China's development. When I am
myself, I am relaxed and happy and have a good result. (Source: Alibaba)