Let’s create one most excellent e-business web in the world together!

 

Foresight Marketing  http://spaces.msn.com/members/foresight

Internet Business  http://spaces.msn.com/members/foresight

Bestname  http://spaces.msn.com/members/ibizmen

 

How to use our knowledge, our skills, our advantages, our experiences and our hard working to build up our great business for the future?   Should we create one more excellent e-business web than Ebay, Amazon and Alibaba?   Let’s go together and work together!

 

We have one open business plan to create one excellent e-business web.  In this plan we would like to unite global talents to work together, and give future stock shares to all the talents who make contributions for this e-business web.  All these talents can know their shares clearly everyday based on their contribution.  We all are developers and builders of this e-business web, and we are also owners.

 

If you are honest people, If you have some advantages on web designing and developer, venture capital, management and marketing, economy analysis and finance investment, you are welcome to join our team.  Of course if you are global investment funds, you are also welcome to join our team.  Let’s create great e-business web for the world!

 

Our email: foresight89@yahoo.com.cn, foresight89@hotmail.com

 

Shanghai Foresight Marketing Consultant

 

 

 

 

让我们共同来创建一个全球最优秀的电子商务网站

 

先见策划  http://spaces.msn.com/members/foresight

网商   http://spaces.msn.com/members/ibizmen

美名源   http://spaces.msn.com/members/bestname

 

如何用我们的知识、用我们的专长、用我们经验和我们的艰苦努力去创造未来伟大的事业？ 我们是否可以共同来创建一个超越Ebay and Amazon and Alibaba电子商务网站。 让我们共同来创造吧！

 

我们有一个完全开放的电子商务网站商业计划，在这个计划中全球所有的人才都可以用他们的贡献来共同创建一个全球最优秀电子商务网站，并且用自己的贡献来拥有相应的股份。 每位人才每天都可以清楚地知道自己的贡献和股份变化。 我们都是这个优秀网站的创建者，也是网站的股东和拥有者。

 

如果您是一位诚实守信的人，如果您在以下几方面有特长如网络设计和开发、风险投资、市场营销和经营管理、经济分析和金融投资等，欢迎您加入我们的团队。 如果您是全球有实力的投资资金同样欢迎您加入我们团队。 让我们一起来创建伟大的事业。

 

联系邮件foresight89@yahoo.com.cn and foresight89@hotmail.com。

 

上海先见营销策划公司

 

2005年8月31日

 

 

What is the lesson of Yahoo China for five years in China market?

 

Foresight Marketing  http://spaces.msn.com/members/foresight

Internet Business  http://spaces.msn.com/members/ibizmen

 

In recent days Yahoo spent one billion USD to acquire 40% of Alibaba’s shares, it means Yahoo plan to pay more attention to develop e-business. It also means Yahoo accept the failure fact of Yahoo China within five years, so Yahoo sold Yahoo China to Alibaba.

 

Why Sina, Sohu and 163 have made great profits within five years, but Yahoo China could not? What are the lessons of Yahoo China?

 

1.       The decision makers are far away from market and customers.

This is common mistake for global company in China Market. Usually global groups’ headquarters are not in China, their top leaders of headquarters consider China divisions are only one department of groups, so China Divisions have not right to make decision.

However these decision markers are far away from market and clients, how they can make right decision?  How they can make quick response?

 

2.       The top management team members are not local talents.

Although global groups understand very much the importance of localization, however their top management teams are not from local talents. They love to use American and European managers, so these top managers should spend two or three years to understand Chinese market.

 

3.       The strategy and tactic of marketing are not right at beginning.

Although global groups have strong advantages on Investment and Technology, however they do not understand Chinese market at beginning, their strategy and tactic of marketing are not right, so they go wrong way in the market at beginning. When they realize the wrong strategy, it is too late, because competitors never give them enough time.

 

Yahoo China spent five years to understand China market. Now Yahoo plans to develop e-business. The lesson is too expensive. We hope Yahoo can grasp new chance in China.

 

Foresight Marketing  http://spaces.msn.com/members/foresight

Internet Business  http://spaces.msn.com/members/ibizmen

Foresight89@yahoo.com.cn

Foresight89@hotmail.com

 

 

 

 

 

 

 

 

 

Is there more effective and direct e-business model comparing with Ebay and Alibaba?

 

Foresight Marketing  http://spaces.msn.com/members/foresight

Foresight Product  http://spaces.msn.com/members/foresightproducts

 

Quotation: RMB900000yuan plus stock share

 

Internet technology has brought great changes for the world, it also brought enormous changes for global business.  People can easily negotiate trade business in front of computer at own house with clients from thousands miles away. Internet Has pushed business development between different regions rapidly.

 

More and more Internet Business companies grow up today. Within only several years Ebay and Amanzon become e-business giants from small firm. In China Alibaba becomes one leading company on B-B business in the world. So global investment funds pay more attentions to e-business area.  The main purpose of yahoo purchasing 40% stock shares is to enter e-business field.  E-business will be the most important way to do trade business in the future.

 

Today Ebay is the largest company on C-C business in the world, Amanzon is the largest company on BtoC business, Alibaba is the largest company on BtoB business.  However will be there any new company growing up to challenge their position in the future?   Is there more effective and direct e-business model to challenge them?   Yes, for sure there will be. There is.

 

Internet business is really quite young business way for the world, everything will be changed in the future.  So more and more new and small e-business companies will grow up soon.

 

In fact based on new Internet technology there is one more effective and direct e-business way and model we can develop comparing with Ebay, Alibaba and Amanzan already now.  We Shanghai Foresight Marketing Consultant would like to supply this excellent e-business way for global investment funds and new e-business company. You are welcome to contact us by foresight89@yahoo.com.cn.

 

Thank you for your concerning and support.

 

Foresight Marketing http://spaces.msn.com/members/foresight

Foresight Products http://spaces.msn.com/members/foresightproducts

Foresight89@yahoo.com.cn

 

 

 

 

 

 

有没有一种比Ebay 和阿里巴巴更有效的电子商务模式？

 

先见策划 http://spaces.msn.com/members/foresight,

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

 

报价：90万人民币加股份

 

互联网技术给全世界带来了翻天覆地的变化，也给全球商业带来了巨大变化。人们可以在自己家的电脑前轻松的与世界各地的人们商谈贸易。互联网推动了世界各地间贸易发展。

 

今天越来越多的网络贸易企业成长起来，短短几年时间Ebay and Amanzon 从很小公司成为世界电子商务企业巨头。阿里巴巴也从几个人小企业成为了全球BtoB领先企业。 此次雅虎收购阿里巴巴40%股份最重要目的是想进军电子商务市场。电子商务将是未来世界最重要的商务方式。

 

今天Ebay是全球最大CtoC 电子商务企业，Amanzon是全球最大BtoC网络企业，阿里巴巴是最大BtoB网络企业。那么未来有没有新的电子商务企业超越他们呢？ 有没有更有效的电子商务模式呢？ 有，可能有。

 

互联网对世界来说是非常年轻的事物，互联网产业每天都在发生着惊人的变化。 推陈出新和异军突起是互联网产业的基本规律。因此在不久的将来更加优秀电子商务企业就会出现。

 

事实上按照互联网现有最新技术，已经存在一种更加直接和更加有效的电子商务模式有待人们去投资发展。  我们上海先见市场营销策划有限公司愿意为全球的投资机构提供投资机会。  欢迎与我们联系。

 

先见策划 http://spaces.msn.com/members/foresight

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

foresight89@yahoo.com.cn,

 

 

 

搜索引擎新的投资和发展机会

 

先见策划 http://spaces.msn.com/members/foresight

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

 

报价：现金90万人民币加股份

 

前不久百度搜索在NASDAQ成功上市，并且首日股价上涨300%震动了全球网络界和投资界。似乎一夜之间全球的投资经理都将重点转移到了搜索引擎。 雅虎加大了搜索引擎的投资和推广力度，微软将推出自己的搜索引擎，力求改变Google领先局面。 百度网的崛起将在中国市场挑战Google市场；Google从微软挖来李开复先生显然计划在中国大力扩大Google搜索市场； 雅虎与阿里巴巴的结盟也将加大3721的推广力度。  因此在未来的一至二年时间在中国和美国市场将引发一场搜索引擎大战。 胜利者将占据更大的市场分额，失败可能被淘汰出市场。

 

那么现在中国市场已经有如此多强大的搜索引擎巨头，是不是小的和新的搜索引擎企业就没有机会了。不，不是。 互联网产业从来就是推陈出新和以新换旧的行业，Google是如此，百度也是如此。未来将出现更多的新搜弧、新雅虎和新Google企业。

 

在搜索引擎市场各种强敌混战之时，恰好是新生搜索引擎企业见缝插针异军突起之时。问题是那些新型的小企业采取何种战略和战术，避开强者特长，专攻他们的软肋，从而一举冲出重围在市场中确立自己不可能战胜的地位。每个企业都有软肋，大型企业软处更多。 只有出奇制胜才能成功。

 

其实中国的搜索引擎市场还刚刚开始，有许多新的领域和新的技术没有得到应用和推广。 小企业和新企业有许多机会。  我们上海先见策划愿意为全球的投资机构和搜索引擎企业提供创新的市场营销战略和战术。让我们共同来创造新的Google和新的百度。

 

欢迎与我们联系foresight89@yahoo.com.cn。

 

先见策划 http://spaces.msn.com/members/foresight,

先见战略策划产品 http://spaces.msn.com/members/foresightproducts

foresight89@yahoo.com.cn

 

Expert Roundtable 8
What Could Go Wrong?
The debate's final question is, Both China and India appear to be on a path of strong and sustainable growth. What, if anything, might knock them off this path?

 

From http://www.businessweek.com,   http://spaces.msn.com.com/members/foresight 

This summer, BusinessWeek brought together 13 of the smartest people we could find for an online roundtable on the past, present, and future of China and India (see below for a list of participants). On each of eight days, we posted a new question. Economics Editor Peter Coy moderated the discussion. The experts communicated both with us and with each other on everything from geopolitics to generation gaps. Now we're sharing the discussion with you -- and invite you to offer your comments. Please note that not all 13 participated every day, and comments have been edited for style and clarity.

After decades of poor economic performance, both China and India appear to be on a path of strong and sustainable growth, lifting hundreds of millions of people out of poverty. What, if anything, might knock China or India off this path? In other words, what could go wrong?

Subroto Bagchi
India has four major risks: international terrorism, infrastructure, health, and politics.

China has, in my opinion, one major risk: Will "opening up" lead to a demand for democracy? If yes, will it lead to unpredictable consequences -- somewhat like what we see in the erstwhile USSR?

--------------------------------------------------

Arun Maira
A number of us from the Confederation of Indian Industry and the World Economic Forum, have used the process of scenario thinking to do a systems analysis, involving many economists, social scientists, NGOs [nongovernmental organizations], and others, to understand what could go wrong as well as what is required to make more sure that things will go right in the ongoing development of India.

Invariably, a comparison of India and China creeps into an examination of India's future progress. Therefore, even though the principal focus of the scenario thinking was India, some thoughts on what may go wrong for China also came in. For both countries, a principle source of dislocation is internal.

And for both countries there are some external factors, some common, and some specific to each, that can trigger or aggravate the internal disruptions. It can also work the other way -- the internal tensions can trigger external actions by the political leaders that can have further ramifications. Therefore, let me first mention the internal sources of disruption.

To put it very simply, India and China are on different paths to develop and grow. Both have the same objective to reach on the other side of a turbulent river, as it were. That objective is an economically richer and politically stable society in which the benefits of development have reached almost everyone, if not everyone. Both are midway across the river, and their feet are feeling their way across slippery stones beneath.

For China, the slippery stones are political change. For India, the slippery stones are economic policy changes -- one foot tentatively forward but then back again and then the other forward. Both countries are holding onto a rope with their hands to steady themselves, should the feet slip.

For China, the rope is faster economic growth, with which the political backlash may be avoided. For India, the rope is the democratic process, which slows but steadies the progress across the river.

The external factors common to both are the global economy, a slowdown in which will affect both countries to some extent, and the oil situation. The specific external factors for both countries are in the international political realm. For China, Taiwan is perhaps the rock beneath the water that can cause a stumble, and perhaps relations with Japan. For India, relations with its neighbors on the subcontinent are a source of instability as well as a diversion of resources that could be used for development.

--------------------------------------------------



Viveca Chan
China promises long-term prosperity with short-terms risks. These risks, if not handled properly will hinder growth and even reverse the trend.

What can go wrong?

• Power shortage: China's own natural power resources cannot catch up with its growth. How this issue can be tackled is fundamental to its long-term growth.
• Income disparity: The widening gap between rural and urban, west and east. China's "go west" policy is not yet reaping results, although there has been positive trends toward diverting investment in Chengdu, Chongqing, and Wuhan. These social issues and infrastructural issues are yet to be resolved.
• Taiwan: Neither parties or the U.S. want to see war, but it will continue to be a contentious issue that needs to be watched.
• Renminbi: Economic experts predict that slight appreciation of no more than 5% is O.K. Anything more than that will have repercussions on various social/economic aspects.
• SARS: Even though it is now under control, just a few incidences of SARS pre-2008 Olympics will scare the international community away and negatively affect the heavy investments made.

--------------------------------------------------



Wang Yong
China's economic growth could be interrupted by:

Missteping in political reform. China needs political reform to satisfy the rising demand for participation and to assure a clean government. But China's elites and classes should reach consensus on how to proceed with a pragmatic political reform plan. There is one oversimplistic expectation in the west about China's "national election." I think China should be careful about it and communicate with them what kind of political reform is good for China and for the world.

Interruption of global economic growth. China's rise has taken place in the time of continuous high growth of the world economy. A robust global economy, especially a strong U.S. economy, is a great help for China. But there seem to be some deep problems with the U.S. and global economy. After the "roaring" decade of the New Economy, the U.S. economy is plagued by reliance on the virtual economy, the military industrial complex, a weak dollar propped up by strong army, and a worsening relations with Muslims. These uncertainties with the U.S. economy are causing worries to China as well as elsewhere in the world.

Taiwan. This issue could get out of control. Miscalculations across the Taiwan Straits and misguided role of the U.S. and Japan could lead to a war, which will definitely suspend the long-term growth of China. Fortunately, both sides have moved to constrain themselves, and the relations seemingly start to be reshaped in mutual economic interest and a more flexible identity about "one China."

--------------------------------------------------



Wenran Jiang
I think people should pay high attention to environment, ecosystem, and natural resources protection in order to keep strong and sustainable economic growth in China. In some regions, the high growth of the local economy is established upon exhausting the natural resources of the regions. The inefficient utilizing of natural resources and the destroying of environment will drag the pace of economic development and eventually terminate the path. People will also be required to pay many times the current revenue to restore the environment.

I observed the environment changes in some towns of east coastal areas of China. The air and water were once severely polluted by the drainage of hundreds and thousands of town-owned textile enterprises. Now the conditions are being improved as the economy of these areas has been developed and people are taking care of the pollution problems. The similar cycle is rotating to the west of China.

Ensuring people have good education is also an important approach to secure strong and sustainable economic growth in China. Now a large part of China's economic growth relies on a cheap labor force. This situation is certainly unsustainable. Ensuring that people, especially people in rural areas, which compose the largest part of the population of China, with good education is the ultimate correct solution.

--------------------------------------------------

Subir Gokarn
India's path to affluence is threatened by two major roadblocks. One, it is simply not generating enough jobs for a very large proportion of its population. Services are "bipolar" in their job creation capacity. You either have very high-end jobs, which require sigificant training and skills (even knowledge of English is a huge barrier) or very low-skill jobs with no entry barriers but very little income mobility.

Yes, it's better for people to have a job than be unemployed, so I'm not diminishing the importance of this process, but it represents a relatively slow and, ultimately, politically unacceptable path to prosperity. Rapid employment generation for all categories of workers is absolutely critical.

The second roadblock is the lack of delivery of public services. Lower-income households are far more dependent for their quality of life on publicly provided services than more affluent ones. Affluence has allowed many people to opt out of public systems for virtually every need. This has hugely widened the gap between income classes and is understandably, even if erroneously, seen as an outcome of economic reforms.

Antireform political platforms draw heavily on these sentiments and unfortunately realize short-term benefits. This will weaken the reform momentum, which I believe is critical to sustaining the growth momentum.

--------------------------------------------------



Oded Shenkar
A lot could go wrong in both countries. In China: political flare-ups (e.g., Taiwan), social upheaval resulting from rising inequality, lack of representation, and the absence of a safety net, rising protectionism in the U.S. and EU, among other potential pitfalls. The country also faces a demographic time bomb thanks to the one-child policy.

As to India, back-pedaling by the government on its reform agenda is possible, as are geopolitical risks regarding Pakistan.

--------------------------------------------------



Saurav Adhikari
As several of the experts have pointed out there will be internal and external factors. Some will be similar, like global economic issues, climate change, population pressures, and social and political presssure of economic and social growth.

But as Arun has pointed out, the level of debate due to India's more open society is much larger here. The problem is the will to do something about it. At Mission 2007, the inevitability of India's population reaching 1.5 billion was pointed out. Now that will be a HUGE drag on our ability to provide resources and services for that population despite India's much-vaunted services-led growth. That, to my mind, is the biggest thing that could go wrong.

With that will come environmental degradation, social discord due to disparities, etc. That is, of course, the dark side. I am still optimistic that if we can get educate the masses the way China has, a lot of this can be mitigated.

--------------------------------------------------



Rajni Bakshi
I urge that we qualify, or reframe, the question itself. If "strong and sustainable growth" is measured in standard GDP terms, then it does not automatically follow that hundreds of million people will be lifted out of poverty, given our ingrained patterns of inequity. Also, an exponentially higher GDP could be the result of depleting natural capital at suicidal rates, so that's not growth in a meaningful and long-term sense.

There are two major anxieties about India's potential for long-term holistic growth: governance and the environmental crisis.

On governance:
Yes, attempts are being made to deepen democratic processes, and there is a burgeoning right-to-information movement. But accountability structures are shockingly weak and show no signs of rapid improvement. The judicial system is overburdened, inefficient, and not free of corruption. The police force and administration in many parts of India are prone to take sides in situations of ethnic strife and violence.

On the ecological crisis:
A study by the Tata Energy Research Institute (TERI) in the late 1990s revealed a grim picture of ecological degradation across the subcontinent. It estimated that the "annual economic value" of the impact of poor quality of drinking water was about $2.7 billion! The adverse effects on human health due to polluted air were estimated at over $20 billion!

The biggest obstacle to solving these problems is a culture of knowledge-resistance. We are applying creative solutions in a piecemeal manner but still persisting with old follies. For example, we are still building large dams despite poor cost-benefit analysis of existing projects. There is a desperate need for both India's bureaucracy and corporate sector to absorb and apply state-of-the-art concepts about industrialization and agriculture that thrive on renewing the natural resource base and multliply livelihood opportunities.

Many of the changes this would require may not be good for the short- term bottom line of powerful corporations but would, like seeds properly sown, reap rich harvests for this economy in the long run.

--------------------------------------------------



Manoj Singh
I think the previous commentators have listed all the potential stumbling blocks -- both internal and external.

To reiterate: For China, managing the possible social dislocation and instability that comes with rapid modernization and a burgeoning middle class pushing for greater freedom will be key.

In India, developing and maintaining infrastructure is vital as well as the creation of adequate jobs to keep the educated workforce productively employed. Possible political instability with ongoing changes in the ruling party also has the potential to threaten India's growth path.

The Participants

Saurav Adhikari
Corporate vice-president for strategy, HCL Technologies
India

Subroto Bagchi
Chief operating officer, MindTree Consulting
U.S. and India

Rajni Bakshi
Activist and author
India

Madhav Bhatkuly
Managing partner, New Horizon Investments
India

Viveca Chan
Group chairman & CEO, Grey Global Group
Hong Kong

Subir Gokarn
Chief economist, Crisil Ltd. debt-rating agency
India

Wenran Jiang
Associate professor and associate chair
Department of Political Science, University of Alberta Canada

Jiang Li
Research Manager, Media Communication Group, Microsoft Research Asia
China

Arun Maira
Chairman, Boston Consulting Group (India)
India

Oded Shenkar
Professor of management and human resources, Ohio State University Fisher College of Business
U.S.

Manoj Singh
CEO, Deloitte, Asia-Pacific Region
Hong Kong

Donald H. Straszheim
Chairman & CEO, Straszheim Global Advisors
U.S.

Wang Yong
Associate professor, School of International Studies
Director, Center for International Political Economy, Peking University
China

What kinds of enterprise are best in the world?

 

Foresight Marketing http://spaces.msn.com/members/foresight

Bestname  http://spaces.msn.com/members/bestname

 

What kinds of enterprise are best in the world?  Enterprises listed in Forbes500 and fortune500 are best?  Yes.  Some of them are best enterprises.

 

Today we usually use sales income and total capital to estimate enterprise’s value. It is hard to calculate the value of market influence force and innovation force.  Most of time we cannot know real profit of many enterprises due to false finance accounts.  Today some enterprises are listed in fortune500, tomorrow they will go bankrupt probably.

 

In our opinion Best Enterprise have not only largest sales incomes, but also should have some conditions below.

 

1.       Best Enterprises should have strong ability to win the competition in difficult and low market environment.

As we know Swiss Watch Manufactures had to disappear hardly in the world facing Japanese watch’s competition before. At last Swiss Watch Manufactures win the competition, they create great ideas and products for global customers. Their wonderful designing win people’s heart.

The second example Apple computer invent Internet music store and I-pod at most difficult time, I-pod and music store save Apple and create new and great Apple again.

 

2.       Best Enterprises should have long term of excellent capability of innovation.

Today Microsoft and Intel listed ahead of Fortune500 because they have leading capability of technology innovation. Google rush out of tough competition in IT industry within only several years because it has astonishing innovation of technology and management.

 

Today is knowledge age and information era. Everything has changes promptly. Any enterprises cannot keep their leading position if they only depend on their advantages of finance and large scales.

 

We believe there are more and more new enterprises which will grow up and win the competitions facing old giants in the world everyday.

 

Our Foresight Marketing Consultant can supply you creative strategy on marketing and management for global enterprises.

 

Foresight Marketing http://spaces.msn.com/members/foresight

Bestname  http://spaces.msn.com/members/ibizmen

Foresight89@yahoo.com.cn

Foresight89@hotmail.com

 

什么样的企业才是全球最优秀的企业？

 

先见策划 http://spaces.msn.com/members/foresight,

美名源  http://sapces.msn.com/members/ibizmen,

 

什么样的企业才是全球最优秀的企业？ 财富杂志500大企业是最优秀的吗？ 是。 其中有一部分是最优秀的。

 

今天我们往往还是用销售收入和资产来评价一个企业的价值。 可是我们很难去判断一个企业的市场影响力和企业创造力。许多时候我们甚至无法判断企业的真实利润，因为我们看到的是虚假财务报表。 常常我们还会看到今天被列在财富500大企业，明天因一个突发事件而倒塌了。

 

我们认为最优秀企业不仅要拥有最大的销售收入，而且要具备一下一些条件：

 

1．  最优秀企业必须有足够的能力在市场最困难和低迷的时刻去赢得市场胜利。

我们清楚记得瑞士整个钟表行业曾经面对日本手表产品的竞争几乎到了全军覆没的地步，最后瑞士人靠自己的智慧和方面创造了全新的时装手表SWATCH， 不仅赢回全球市场，还拯救了瑞士手表工业，同时还为世界创造了全新思维概念的手表。

还有一个经典案例就是苹果电脑，当苹果电脑走向低谷的时候，乔布斯重新回到苹果公司，领导苹果发明了苹果网上音乐商店和I-pod随身听。又一次开创了全球电子音乐新潮流。让苹果电脑换发了青春。

 

2．  最优秀的企业必须拥有长期的杰出的创新能力。

微软和英特尔始终排在财富500大前列不是因为他们的资金实力，而是因为他们有长期的技术创新能力。

Google能够在IT行业竞争对手们尾追堵截中崛起，是因为他们拥有杰出的技术和管理的创新能力。

 

今天已经是一个知识和信息时代，任何企业想依靠资金和规模横行市场是完全不可能的。因为今天每时每刻一切都会发生意想不到的变化。 一个两三个人的网络企业，三五年之内成为几十亿美圆资产的企业过去能够想象吗？ 现在这种故事NASDAQ市场每天都可以上演。

 

我们相信越来越的多新的企业将崛起，并且成功战胜全球老牌巨头企业。

 

我们先见策划愿意为全球企业成为最优秀企业提供战略战术上服务。

 

先见策划  http://spaces.msn.com/members/foresight,

美名源  http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn

foresight89@hotmail.com

2005年8月22日星期一

 

 

 

 

 

How to make great profit for blog service?

 

Foresight Marketing http://spaces.msn.com/members/foresight,

Internet Business  http://spaces.msn.com/members/ibizmen,

 

Quotation:RMB900000yuan plus stock share

 

Today a lot of people doubt blog service has no business income and no profit model.  Many webs of blog services are looking for the way to make business income and profits.

 

In fact blog services are just beginning in China, they have huge potential market in China, they will have great changes in the future.

 

We can supply some creative strategies to make great profits for global investors and webs of blog services. You are welcome to contact us by foresight89@yahoo.com.cn, and foresight89@hotmail.com.

 

Foresight  http://spaces.msn.com/members/foresight,

Internet business http://spaces.msn.com/members/ibizmen,

 

 

 

 

 

提供博客网站实现赢利战略

 

先见策划  http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

 

报价：90万人民币现金加股权

 

今天许多人怀疑博客网站没有赢利模式，无法实现赢利。许多博客网站正在艰难地寻找博客服务的赢利战略。

 

事实上中国的博客服务还刚刚开始，未来有巨大发展潜力，博客服务将发生巨大的变化和发展。因此博客网站不缺乏赢利模式。而是缺乏创新思维。

 

我们先见策划可以为全球投资机构和博客网站提供博客服务的赢利战略。欢迎与我们联系。

 

先见策划 http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn

foresight89@hotmail.com,

2005年8月19日

 

 

为什么在中国博客日志无法收费？

 

先见策划  http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

 

经过几年的努力“博客”在中国开始流行起来了，每天有无数的中国人在网上建立的博客空间。博客的种类也在不断的发展，音乐博客即播客也产生了，还产生了视频博客。 “博客中国”成功融资1000万美圆计划创建中国最大的博客门户网站。 MSN更是利用其技术上强大优势推出了同时具备音乐和视频功能的博客空间服务。

 

有人说现在已经到了可以向博客们收取空间费用的时候了，中国的一些早期的博客网站也开始尝试者向博客们收费，但是事与愿违，非但收费不理想，反而失去了许多老客户。 这是为什么？  为什么在中国向博客收费的商业模式行不通？

 

仔细分析原因有以下几条：

 

1．  博客本身从私人日志发展起来的，私人的日志没有任何商业价值，因此向写日志人收费理由非常不充分。

 

2．  现在已经出现少量的专业写作型优秀博客，然而由于中国的知识产权保护存在很大问题，他们的文章和作品无法在博客空间上得到应有的保护，虽然他们的博客写作非常得到网民的欢迎，但是无法体现他们的商业价值。

 

3．  目前中国博客正处于时尚流行阶段，虽然博客技术给人们提供了交友、写作和出版等全新生活方式，然而人们要真正体会这种方式带来的好处需要一段较长的时间，因此真正热爱博客的人群占注册博客人数比例不会超过20%。因此博客人群还需要培育和发展。

 

4．  博客技术其实是为大众服务的工具和舞台，是民间大众实现自己梦想的有效途径。但是由于中国的上网费用比较欧美发达国家高出许多，也是阻碍博客的发展。在欧美发达国家，许多地方上网是不需要费用的，特别在学校和图书馆等公共场所。因此欧美国家那些收入较低的博客们可以从容的写作和发表自己的作品。

 

向博客们收取空间费用不行，是不是博客服务就没有商业赢利模式了。不，不是。实际上中国的博客服务网站现在已经有了一些赢利模式如向高端客户收取移动博客服务费用，博客网页的广告等等。现在新的博客出现如播客和视频博客也是在寻求新的商业模式。

 

其实还有许多全新的播客商业模式，因为博客技术在中国还刚刚开始，还有许多创新和发展的余地。 我们上海先见营销策划公司愿意为全球的投资机构和博客服务网站提供创造性服务。

 

先见策划 http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn

foresight89@hotmail.com

2005年8月19日

 

 

中国还有多少投资先机？

 

先见策划 http://spaces.msn.com/members/foresight,

先见战略策划产品  http://spaces.msn.com/members/foresightproducts,

 

最近中国爆发出两件让全球IT界和投资界震动的大事：一是百度搜索引擎在NASDAQ上市首日股价上涨354%，市赢率突破2000倍。人们不仅要问难道百度比Google还更有价值吗？  二是雅虎用10亿美圆收购阿里巴巴35%股份和40%收益权，同时还将雅虎中国的所有资产和品牌送给了阿里巴巴，更奇怪的是化了如此大的代价雅虎对阿里巴巴和雅虎中国没有控制权力。  因此有分析师认为是阿里巴巴收购了雅虎中国，而雅虎出了收购的资金。为什么雅虎愿意做这笔看来明显亏本的买卖呢？  我们知道百度搜索和阿里巴巴网站不过经营了几年时间，由于美国投资机构热血沸腾的追捧一夜之间市值分别超过了40亿美圆和150亿美圆，资产远远超过了几十年积累的世界各国著名传统企业。

 

难道美国的投资机构都“发疯”了吗？  难道中国市场就有如此大的魅力？   难道中国互联网市场泡沫又回来了吗？

 

最近几年中国市场确实让全球跨国企业和投资机构着迷，有许多的全球著名投资机构短短几年间获得了丰厚的回报，如前期投资搜弧、新浪、网易、盛大、QQ、51job、elong、携程网的风险投资机构都获得了巨额回报。 还有许多投资实业的全球巨头也获得了超常的经济回报如沃尔玛、麦当劳、肯特鸡、通用、戴尔电脑、家乐福、可口可乐、百事可乐、索尼、丰田、三星、摩托罗拉、诺基亚等等。中国每年9%左右的GDP增长是全球各国没有的。中国每年的国际购买力也让全球震惊，中国已经是全球原材料最重要的买家，也是全球高科技产品的买家，如中国每次飞机定单都是几十架，已经成为波音和空中客车最大国际买家。

 

然而我们同时还看到许多跨国巨头在中国市场遇到了巨大的经营困难，如日本家电巨头的家电产品有一段时间在市场中几乎全线溃败； 中国市场竞争加剧已经造成跨国巨头无利可图如IBM毅然决然将个人电脑产业卖给了中国联想； 法国阿儿卡特主动与中国TCL合资等等。 中国市场的价格竞争之激烈局面超出了跨国巨头的想象。

 

那么中国市场还有全新的投资机会？ 有，肯定有！  中国13亿人口就是最重要的需求，就是机会。 虽然中国进入了经济结构调整时期，中国的经济增长速度会明显放慢，但是未来三到五年时间GDP增长速度不会低于6%，远远高于欧美发达国家。  还有虽然中国前二十几年经济总量增长迅猛，但是实际上人均收入和人均积余增长不大， 因此大多数人口的消费能力并没有爆发出来。 如果未来几年中国能够成功解决大多数人的基本福利保障问题，能够解决贫富差别拉大问题， 中国80%人口购买力真正爆发出来将产生无法想象的商机。 因此看好中国未来是绝对正确的。

 

然而我们同时也要正确面对中国竞争的残酷性，中国消费品市场已经提前进入了成熟市场环境，也就是供过于求的市场环境。 每天都有大批的企业和产品被淘汰，每天又有许多新的产品和企业诞生。  中国的互联网产业虽然发展时间非常短，还存在许多的空白市场机会，但是互联网企业的优胜劣汰已经开始，而且是从大型互联网企业开始。 因为新生的互联网企业将具备更加先进的技术和更加灵敏的市场反映能力。 百度的兴起必然挑战3721和google中国的市场地位。 雅虎与阿里巴巴的结合必然挑战ebay等其他互联网企业市场分额。 还有许多即将上市的专业网站都将冲击老牌互联网企业。 中国也将不断诞生新的新浪、新的雅虎、新的搜弧、新的网易和新百度等企业。

 

巨大的中国市场确实存在许多未被发掘的投资机会，但是市场风险也同样巨大。 那么如何发现像百度搜索一样投资项目机会？  如何选择具有巨大市场潜力的投资项目？  如何物色有巨大竞争力的创业团队？  我们上海先见营销策划公司特此为全球的投资机构推出中国市场投资先机分析战略服务。 欢迎全球投资机构与我们联系。

 

先见策划  http://spaces.msn.com/members/foresight,

先见战略策划产品 http://spaces.msn.com/members/foresightproducts,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

2005年8月16日星期二

中国消费品市场进入供过于求的时代企业怎么办？

 

先见策划 http://spaces.msn.com/members/foresight,

先见战略策划产品  http://spaces.msn.com/members/foresightproducts,

 

中国制造业经过最近二十多年突飞猛进的发展，取得了前所未有的巨大进步，大部分消费品的加工和制造能力已经排名世界第一，如服装、鞋帽、家电、文具、一些家居用品等等。中国制造的产品几乎成为全球中低价商场的主要商品。这是令中国人自豪和高心的事情。

 

然而正因为我们的制造和市场能力快速提高，企业生产能力超过的市场的需求能力。今天全国各地商场商品应有尽有，同样一种规格和类型的商品可以有几十种甚至是几百种选择。因此商品价格的惨烈竞争变成一种必然。 降价是乎已经成为许多企业选择最佳方法。

 

其实这几年价格竞争早已在各个消费品领域展开了，如家电产品价格竞争、食品饮料价格竞争和家居用品价格竞争，还有旅游服务价格竞争等等。可以说中国90%以上的消费品市场都存在供过于求的问题，中国的消费品市场早已进入了成熟市场阶段。 曾经为企业带来巨大收入和利润的产品已经变成了微利和无利产品。TCL的收机就是很好的案例。一个新产品诞生马上有许多企业蜂拥而至，该产品的利润立刻下降甚至消失了。这就是成熟市场最典型的表现。

 

那么面对消费品市场供过于求的环境企业怎么办？

 

对于某一个企业来说不可能改变市场，因此只有适应市场的变化，改变自己的经营管理和市场营销的战略战术。正确的战略思路只有以下几个方面：

 

1．  降低制造成本，降低产品价格。

这是市场最立竿见影的战略，过去我们的企业已经在这方面做出了许多努力，那么有没有新的降低成本的策略方法？从哪里可以降低成本呢？

这就需要创造性的思维。

 

2．  提升产品创新和创造能力。

这是彻底解决问题的思路，但是需要艰苦和长期努力，不是一时一刻可以解决问题的。

要提高企业竞争最有效的战略方法就是提高企业的产品技术创新和创造能力，中国制造企业已经有了长期的资金和技术积累，应该可以找到自己解决问题的策略和方法。只是目前缺乏创新的思维和机制。

 

3．  增加出口能力。

从低价竞争的角度增加出口可以弥补国内市场销售收入和利润不好的问题，但是如何面对欧美国家日益严格的贸易壁垒仍然会有许多问题。

 

4．  寻找新的投资先机。

中国市场仍然存在许多的全新，还没有人开发的商机，问题是如何去寻找？能够寻找商机人才何在？

 

 

我们先见策划愿意为所有在中国市场遇到困难的企业提供创造性的服务。 帮助企业解决企业创新能力的问题，寻找新的商机问题。

 

欢迎国内外企业与我们联系，联系方法是foresight89@yahoo.com.cn, foresight89@hotmail.com,

 

先见策划 http://spaces.msn.com/members/foresight,

美名源  http://spaces.msn.com/members/bestname,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

 

2005年8月15日星期一

 

 

 

How to win in new market environment of supply over demand?

 

Foresight Marketing http://spaces.msn.com/members/foresight,

Bestname  http://spaces.msn.com/members/members/bestname,

 

China manufactures have made rapid development during these twenty years. The capacity of manufacture of consumer goods have ranked first numbers such as Chinese clothes, shoes, electronic products and so on.  Commodities made in China have been showed in most of shops around the world. This is good news for Chinese people and China.

 

However this phenomena also tells us our manufacture capacity has been over market demand. Today if we want to buy one kind of commodity, there are dozens of even hundred of choices of similar commodities. So reducing prices is must for large numbers of manufactures.

 

Several years ago price competitions have been practiced widely on many areas of industries such as food & beverages, electronic products, clothes tour service and so on.  90% of commodities are in the stage of supply over demand. Those products have made high profits before, now they become low profit. Once one new product appears in the market, large numbers of manufacture follow soon. China market goes into mature stage now.

 

How to face this market environment?

 

As one manufacture it cannot change market, so it should change its own strategy and tactic on management and marketing. There are four ideas below:

 

1.       reducing the cost and price.

This is the quickest way to win price competition, however most of manufactures used this way before, is there some new idea for this method?

 

2.       improving the capability of creation and innovation.

This is the radical way to raise manufacture’s competences. However it need long and hard working.

Based on long time of collection of capital and technology, we believe we can find right ways to improve the capability of creation and innovation in short period of time.

 

3.       enlarging the export volume.

Chinese manufactures still have price competences. It is good way to enlarge export, but we have to face more and more tough trade conflicts between two nations.

 

4.       finding first chance of new investment project.

In China there are lot of new market chances, the problem is how to find first chance?   Who can find the chance first?

 

Shanghai Foresight Marketing Consultant would like to supply creative services for global companies. We can supply the solution about how to improve capability of creation and innovation, and about how to find first chances.

 

You are welcome to contact us by foresight89@yahoo.com.cn, and foresight89@hotmail.com.

 

Foresight Marketing http://spaces.msn.com/members/foresight,

Foresight Products http://spaces.msn.com/members/foresightproducts,

Foresight89@yahoo.com.cn,

Foresight89@hotmail.com,

 

建设节约型社会和循环经济的战略建议

 

先见策划 http://spaces.msn.com/members/foresight,

美名源  http://spaces.msn.com/members/bestname,

 

最近看到中央电视台在大力推广宣传创建节约型社会的活动，我们先见策划坚决支持这类宣传活动。如果全国各地媒体能够长期坚持宣传和推广加强节约的理念，相信三到五年后中国人的节约观念和主动性会有深刻变化。

 

中国是一个人均资源严重短缺的国家，然而我们过去并没有重视自然资源保护利用，粗放式发展造成了自然资源巨大的浪费和环境破坏。 今天以胡锦涛总书记为首的党中央提出了创建节约型社会和循环经济的战略目标。 作为一名中国公民有责任有义务为我们子孙万代永久拥有丰富的自然资源和优美环境做出一份努力。

 

去年11月10日我们先见策划和中国头脑风暴中心网站在全国各大网站新浪、搜弧、网易、中央电视台、阿里巴巴等网站论坛发起了“保护自然资源，减少环境污染，反对过度消费”的倡议书。得到了全国网民的积极支持。今天我们将在此提出一些创建节约型社会和循环经济的战略建议：

 

一、抓住两个大头，坚持不懈，必有成效。

一头就是高消费和奢侈消费。虽然我们无法制止高消费和奢侈消费，因为这种消费也是市场需求，可以促进发展，但是我们可以通过一定政策导向让高消费更好地为我们节约型社会和和谐服务。

最有效的手段就是对所有的高消费和奢侈消费加以重税。高消费的商品和服务必须加于50%以上的税收。这样政府可以从这种高税收中拿出一部分用社会福利和节约型社会改造。 实际上这种方法欧美发达发达国家早已使用了，效果非常好。这种方法与香烟和酒加重税思路是相同的。 让高消费群体为中国发展付出更多的经济代价是完全合理和正确的。而且实施了这种高额税收可以大幅度减少腐败行贿现象。众所周知今天全国各地的各种奢侈消费场所基本已经变成企业请客和行贿的场所。如高尔夫球场、豪华酒店、洗浴中心，夜总汇等等。特别是高尔夫俱乐部，中国大多数高尔夫都没有建设许可证却占用了大量土地。 奢侈消费影响力巨大，它已经影响到人们的道德价值和社会价值的追求。中国的绝大多数腐败问题包括行贿和受贿都是从豪华消费开始的。

另外一头是最基本经常的消费。因为这种消费是每个人都需要的，而且是几乎每天发生的，因此数量和影响巨大，如一次性用品，用水、用电。这种每天发生的点点滴滴小事可以改变中国人的行为方式，从而影响中国社会发展形式。13亿人每天点点滴滴小事累积将产生巨大力量和作用。

 

二、从企业领导和官员开始。

领导带头节约，领导的行动和示范比其他任何宣传更有效。

 

三、强制实行企业对产品的回收制度。

今天废旧产品的污染每年都造成了巨大的损失。 因此我们要从法律法规上强制实行企业对产品的回收制度，企业对土地和资源的修复责任。无偿和廉价使用土地和资源现象不能在继续下去了。

 

以上只是我们的初步建议，欢迎大家来提出更多的建议和方法。为了中国拥有更加美好的自然环境和社会环境而出力。

 

先见策划 http://spaces.msn.com/members/foresight,

美名源 http://spaces.msn.com/members/bestname,

foresight89@yahoo.com.cn

foresight89@hotmail.com,

2005年8月15日星期一

 

抢占未来发展制高点，门户网战略调整研究报告

 

先见策划 http://spaces.msn.com/members/foresight,

先见策略产品 http://spaces.msn.com/members/foresightproducts,

 

作者：上海先见营销策划公司               

报价：90万元人民币

完成时间：2005年8月18日

 

最近雅虎用10亿美圆和雅虎中国的资产换取阿里巴巴35%的股份和40%的收益权，全球大多数分析师认为，雅虎此举从眼前分析看非常吃亏，不仅付出了巨资，而且放弃了雅虎中国的控制权力。 然而从未来发展分析，雅虎的目的是希望实现雅虎中国门户网的战略转型，希望从一个传统的门户网成功转移到全球最大规模的电子商务网站。 眼前的吃亏和付出是为了未来更好更大的发展。

 

其实全球门户网的战略调整从上次互联网泡沫破裂时就开始了，美国时代化纳AOL的被迫转型就是最典型的案例。 我们先见营销策划公司针对中国门户网的目前市场竞争形势，以及未来发展趋势，进行了深入的研究，特此将推出了一份门户网如何重新定位，如何调整经营和市场战略，如何抢占未来发展先机和制高的研究策划报告。具体内容提纲如下:

 

一、中国现有门户网的竞争优势和弱势市场分析报告。

1．  雅虎中国的优势和弱势。

2．  新浪的优势和弱势。

3．  搜弧优势和弱势。

4．  网易的优势和弱势。

5．  MSN中国的弱势和优势。

6．  Tom的优势和弱势。

7．  中华网的弱势和优势。

8．  新华网的弱势和优势。

 

二、未来门户网发展趋势和商业机会预测。

1．  门户网未来发展趋势和方向。

2．  门户网新的商业发展机会预测。

 

 

三、门户网营销战略调整的策略和方法。

1．  综合类门户网的战略调整建议和发展机会策划。

2．  新闻类门户网的战略调整建议和发展机会策划。

娱乐类门户网的战略调整建议和发展机会策划。 

一 

 

  欢迎全球互联网企业和投资机构与我们联系，联系方法电子邮件foresight89@yahoo.com.cn, and foresight89@hotmail.com.

  我们先见策划不仅可以提供深入分析研究报告，还可以提供全方位全过程的战略策划服务。真诚为全球互联网企业提供创造性的服务。

 

先见策划 http://spaces.msn.com/members/foresight,

先见策划产品  http://spaces.msn.com/members/foresightproducts， 

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

2005年8月14日星期日

 

 

 

 

 

 

 

Creative Report about how to make strategical adjustment and win the top position in the future for global door webs in China.

 

Shanghai Foresight Marketing   http://spaces.msn.com/members/foresight,

Foresight Products     http://spaces.msn.com/members/foresightproducts,

 

Issued by Shanghai Marketing Consultant

Date: Auguest18,2005,

 

Quotation:RMB900000yuan

 

 

Yahoo spent USD1billion and whole capital of Yahoo China to exchange 40% income and profit and 35% shares of Alibaba company.  Most of IT analyst considered this purchase was not good for Yahoo. However in our opinion the purpose of Yahoo Group is that Yahoo China will become one largest global e-business company from one door web in the future.

 

As we know global door webs have been changed greatly since last time IT bubble broken, AOL had to change market position, which was famous case.  Our company has done deep research on market competition for China door web.  We shall issue one creative research report about how to redesign market position, and how to make new strategies on management and marketing, and how to obtain first chance and occupy top position in the near future.  The detail reports including:

 

1.       The research and analysis of advantages and shortages of door webs in China.

1.1.  the advantages and shortages of yahoochina.

1.2.  the advantages and shortages of sinachina.

1.3.  the advantages and shortages of sohu.

1.4.  the advantages and shortages of 163.

1.5.  the advantages and shortages of msnchina.

1.6.  the advantages and shortages of tom.

1.7.  the advantages and shortages of china.

1.8.  the advantages and shortages of xinhuanet.

 

2.     The foresight of trend and chance of future development for door webs.

2.1.  the trend and chances of future development for door webs.

2.2.  the foresight of new chances for door webs.

 

3.     Creative strategies and tactics on marketing and management for door webs.

3.1.  creative suggestion of strategies and tactics on marketing and management for medium webs.

3.2. creative suggestion of strategies and tactics on marketing and management for comprehensive webs.

3.3. creative suggestion of strategies and tactics on marketing and management for amusement webs.

 

We would like to supply creative services to global IT companies, we can supply strategical solutions on whole stages and process if you need special demands.

 

You are welcome to contact us by email:foresight89@yahoo.com.cn and foresight89@hotmail.com.

 

Thanks for your consideration and cooperation.

 

Foresight marketing   http://spaces.msn.com/members/foresight,

Foresight Products  http://spaces.msn.com/members/foresightproducts,

Foresight89@yahoo.com.cn

Foresight89@hotmail.com,

 

 

 

 

 

 

 

 

 

阿里巴巴的竞争对手们该怎么办？

 

先见策划 http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

 

昨天阿里巴巴和雅虎共同召开了新闻发布会，对外正式宣布了阿里巴巴全面收购雅虎中国的新闻。这个发布会代表了一家全新的中国最大规模的互联网企业的诞生，同时也代表了中国互联网产业一轮全新的更加激烈的市场竞争的开始。 我们为中国有可能产生一家新的世界级互联网企业巨头而高心，我们也为中国互联网产业即将爆发的惨烈竞争而担忧。

 

从8月11日开始面对阿里巴巴的不仅仅是幸运和荣耀，更多的是层出不穷的挑战和问题。 两家完全不同企业类型和文化的企业如何整合？ 如此多元的业务如何开展？  强大的竞争对手如何去战胜？等等。 然而从马云的个性和阿里巴巴过去商业成功的经历分析，马云团队一定会抓紧每分每秒的时间，用他们特有的大胆和狂妄，以及细心和诡秘向阿里巴巴的重要对手发起猛烈的进攻和挑战。  如果在未来的一到二年之内他们能够克服困难，取得市场的主动地位，竞争对手们将很难有立足之地。

 

对于阿里巴巴的竞争对手们8月11日同样是一场全新的惨烈的市场竞争的开始。虽然目前竞争对手们都在互联网业务领域有一定的优势和地位，也都有雄厚的资金实力。 但是阿里巴巴加上雅虎将彻底改变中国互联网的格局，可能带来更多全新的商业模式。 目前暂时领先的门户网和搜索引擎企业千万要重视这个新诞生的阿里雅虎庞然大物， 决不可掉以轻心。 很高心注意到了搜狐网和新浪网对这次阿里的收购合并进行了热烈的讨论和报道，从一些深度的讨论分析中可以预见到未来市场发展的许多问题。 可惜的是目前的讨论分析只针对阿里巴巴收购雅虎中国对阿里巴巴是否有利和不利上面，对中国互联网产业市场竞争形势变化探讨太少，更没有讨论对互联网企业自身的影响。

 

面对中国互联网产业出现的新巨头，我们先见策划在此探讨一下不同的竞争对手们该怎么办？

 

1．  搜索引擎企业该怎么办？

马云在新闻发布会上重点强调了要加大搜索引擎的发展力度。阿里巴巴拥有了雅虎的搜索引擎3721和一搜，从理论上讲如同电子商务按上的翅膀，如果这个搜索翅膀设计巧妙安装到位，电子商务就有可能再次飞跃发展起来。道理很简单阿里巴巴和淘宝的用户全部是中小企业，中小企业是最需要搜索推广的。

百度和Google都是雅虎搜索最重要的竞争对手，面临的挑战最大。

百度目前暂时处于搜索市场领先地位，刚刚从NASDAQ融来巨额资金，马上将就要面对两个强大的竞争对手新阿里和Google，市场前景并不乐观。怎么办？

首先百度应该忘掉NASDAQ幸喜和荣耀，枪夺时间主动权，在阿里和雅虎的组合调整阶段推出更加有效策略冲击市场。当然这种先声夺人的战略和战术是否有针对性？是否有冲击力？是否有吸引力都是非常关键的。

Google已经正式启动了中国市场的攻略，委托三家代理拓展中国市场。原来Google主要针对百度，现在又要面对新阿里，因此市场策略可能需要新的调整。 Google委托代理是正确的策略，但是Google直接面对中国市场的代理和最终用户是新的尝试，可能会遇到许多问题，如何能够及时发现、协调平衡和调整中国市场的问题对Google是重大的考验。Google拥有强大的品牌和技术以及创新优势，如何扬长避短非常重要。

搜虎和新浪搜索引擎也将面临新的挑战。虽然他们两家目前市场分额不大，不是主要竞争对手，但是他们目前搜索用户对两家来说都非常重要，如果用户倒戈到其他搜索引擎，他们将彻底失去机会。

据报道MSN搜索引擎将在三个月后登陆中国市场，面对目前新的局面，MSN搜索引擎将采取何种战略战术需要创造性思想方法。

 

2．  电子商务BtoC和CtoC企业怎么办？

淘宝可能会合并一拍，这样ebay中国是淘宝CtoC市场C唯一对手。ebay中国虽然有强大的品牌实力和技术优势，但是严重缺乏精通中国市场的人才。ebay中国将面临生死存亡的考验。如果ebay中国不在本地人才上和本地营销战略上有重大突破，必然输多赢少，机会很小。

       然而CtoC还可能与BtoC市场的网上商店发生激烈争夺，这是新一轮网上商店崛起飞跃机会。鹬蚌相争，鱼翁得利。当然BtoC的网上商店如何取胜只有根据自身特长各施绝招。

 

3．  BtoB电子商务企业怎么办？

虽然阿里巴巴网站目前在BtoB市场具有一定的垄断地位，但是如果阿里巴巴团队力量分散，其他电子商务网站仍然有崛起的机会。如慧聪和环球资源。 还有许多专业的BtoB网站同样拥有巨大的机会。当然新的战略战术调整非常重要。

 

4．  门户网市场企业怎么办？

从马云新闻发布会发言看雅虎中国门户网内容建设可能不是他的重点，但是雅虎放弃中国的门户将是一种重大的失败，不太可能。没有优秀的门户对于雅虎其他业务的发展也不利。

因此对新浪和搜弧以新闻信息内容为主的门户网来说，如何抓住今年的时间机会，对门户内容建设和服务特色上进行许多重大的突破非常重要。

网易现在赢利重点已经转向网络游戏，从财务报表看网络游戏经营也基本成熟，因此有资金和时间对门户网进行战略性调整。

Tom虽然在户外广告取得可喜的发展，但是几年来门户网的建设却令人失望。Tom拥有和记黄浦和长江实业如此优秀的资金和渠道资源，如果门户网市场竞争失败将是非常可惜的。

中华网是门户网中品牌、内容、资金最弱的企业，是继续独立发展还是与其他企业合作？

还有许多国内新闻媒体的门户网也在迅速崛起，如新华网，中国新闻网，中央电视台网等等。其他专业媒体网站有很大的新闻媒体优势，在今天全球门户网战略调整的时机，如果战略战术正确，完全有可能成为雅虎和MSN那样的全球性门户网。

 

5．  即时通讯企业怎么办？

即时通讯是电子商务的重要手段，因此新阿里如果不重视雅虎通将是一种战略失败。

目前QQ虽然拥有领先的市场分额，但是这种分额正在缩小。MSN已经加大了市场拓展，并且取得了市场第二位，Popo也已经崛起，UC有自己的用户优势，Skype也是一个强劲对手。因此即时通讯工具将进入群雄争霸的年代。

对QQ而言将是打击最大的，因为是靠即时通讯用户为市场发展基础，其他竞争对手只是补充工具而易，因此QQ必须寻找新的突破和出路。不然将失去一切。

 

以上只是我们先见策划对新阿里巴巴网站成立以后的市场的粗略分析评论和建议。不久我们将对未来中国的搜索引擎市场、门户网市场、电子商务市场、即时通讯市场推出详细的市场营销战略分析和建议。希望能够为目前在中国发展的互联网企业们提供创造性的战略咨询服务。

 

预祝合作共赢，共同发展。

 

先见策划  http://spaces.msn.com/members/foresight,

网商 http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

qq:251955360

2005年8月12日

 

 

 

 

 

收购合并以后马云团队面临的机遇和挑战

 

先见策划 http://spaces.msn.com/members/foresight,

网商   http://spaces.msn.com/members/ibizmen,

 

 

雅虎收购阿里巴巴，同时阿里巴巴收购雅虎中国，这是雅虎和阿里巴巴优势互补的战略合并。 这也是马云团队人生和事业最大的一次发展机会和挑战，也是马云的第二次创业。这次战略合并的成功将彻底改变马云团队今后的命运，也将改变了雅虎未来发展的命运。 因此分析马云团队即将面对的机遇和挑战有着极其重大的意义。

 

一、机遇

1．  阿里巴巴收购雅虎中国合作协议一签定，从资产规模上说阿里巴巴将成为中国最大互联网企业。马云将成为中国互联网行业“老大”。

2．  阿里巴巴拥有雅虎中国的所有资源可以迅速在美国NASDAQ上市，企业市值可能超过百亿美圆，从此马云团队成员个人财富没有了多少概念，只是数字大小而易。

3．  阿里巴巴结合雅虎中国可能成为中国电子商务BtoB and CtoC的老大，可能形成垄断地位。

4．  阿里巴巴拥有的雅虎搜索可能超越百度和Google的市场分额。

5．  阿里巴巴拥有的雅虎通可能超越MSN and QQ 的市场分额。

 

二、挑战

1．  一夜之间阿里巴巴从一个相对单一专业的电子商务企业，一下拥有了如此众多的不同业务领域，马云团队如何去组合和平衡？各个领域都有实力强大的竞争对手，各个业务领域的管理团队人才从何而来？  与雅虎中国原来的团队如何协调？

2．  由于阿里巴巴是非上市企业虽然目前BtoB网站财务报表非常漂亮，但是不透明，如果上市以后收入和利润的情况会马上公开，也许会暴露出问题。 因此阿里巴巴在管理团队力量分散的情况下如何保持BtoB的高速增长？ 这是阿里巴巴发展的根基问题。

3．  如何尽快实现淘宝网的赢利问题。CtoC虽然商业模式好看，但是目前没有一家实现赢利。

4．  搜索引擎市场阿里巴巴将面对两家强大的对手Baidu and Google, 而对阿里来说是新手，能不能创造更有竞争力市场战略和战术？

5．  即时通讯市场阿里将面对更多的强劲对手，如QQ, MSN, Popo, Skype, UC等等。

6．  雅虎中国门户内容和广告以及各种增值服务收入一直是雅虎最薄弱的环节，门户网如何定位？ 广告收入和无线收入如何增加等等。

 

签约以后，面对马云的首先是挑战，如果马云的团队能够在两年内成功战胜挑战，阿里巴巴将成为全球领先的互联网企业，马云也将成为全球互联网行业领袖级的人物。不然将进入人生和事业的低谷，因为所有的竞争对手都不会轻易给阿里调整的时间和机会。

 

衷心祝愿他们能够成功。

 

先见策划 http://spaces.msn.com/members/foresight,

网商   http://spaces.msn.com/ibizmen,

foresight89@yahoo.com.cn

foresight89@hotmail.com,

2005年8月11日

雅虎和阿里巴巴互相收购合并将改变中国互联网产业格局

 

先见策划 http://spaces.msn.com/members/foresight,

网商   http://spaces.msn.com/members/ibizmen,

 

最近几天之内中国互联网界爆出了两个震动全球互联网产业震动的新闻：一个就是百度8月5日在NASDAQ成功上市，并且首日股价上涨354%。 另外一个就是雅虎出资10亿美圆收购阿里巴巴网站35%的股份，同时阿里巴巴收购雅虎中国。  前者是产生了一个市值为40亿美圆的中国搜索引擎企业；  而后者可能出现一个门户网加电子商务加搜索引擎的综合性全球巨型互联网企业。

 

雅虎与阿里巴巴在中国市场的结合可以说是优势互补互相借力的完美结合。 对雅虎而言虽然拥有全球数一数二的互联网企业品牌和雄厚的资金实力和技术优势，但是雅虎未来发展始终存在两个心病，一个是新的投资方向，ebay and amonze 的电子商务发展业绩一直是雅虎所羡慕的；另外一个是雅虎中国始终无法实现发展目标，远远落后中国的竞争对手如新浪、搜弧、网易和百度。  对阿里巴巴而言虽然alibaba.com.cn and taobao 商业模式不错，目前经营收入也非常可观，但是要突破发展瓶颈必须借助其他的平台和力量，而雅虎和MSN 和Google这样的平台才是最有利的支持。 雅虎拥有全球的网络平台，拥有全球搜索引擎平台。

因此雅虎中国与阿里巴巴合并之后将在许多市场领域深刻改变中国和全球互联网产业格局。

 

1．  阿里巴巴的电子商务借助雅虎中国平台对中国的电子商务行业产生巨大的冲击，可能彻底改变目前在中国的电子商务企业的市场分额。

Alibaba.com.cn BtoB 的商业模式可能产生垄断局面，这将对目前慧聪网和环球资源网造成巨大冲击。

Taobao.com 利用雅虎搜索引擎和门户平台将对ebay.com.cn造成更大危险。垄断市场是一个盼望的目标。

 

2．  雅虎和阿里巴巴联手进军中国搜索引擎市场将挑战baidu 和 google的市场地位。

Google 和 baidu 的高速增长和资本市场大肆受宠是全球所有网络企业眼红的事情，如果雅虎的搜索能够在中国市场打败他们，将给雅虎和阿里巴巴带来巨大经济效益。

 

3．  挑战QQ 超越MSN 是雅虎和阿里巴巴的目标。

目前QQ 一直占有中国即时通讯最大的市场分额，QQ依靠庞大的用户群产生了巨大的增值业务收入。虽然MSN、网易泡泡等都在奋起直追，但是还是一段距离。

雅虎通如何利用全球化优势和门户网优势来超越QQ 和MSN 还有许多路要走。

 

4．  雅虎中国门户网定位是否会转型为中国最大商务门户网？

雅虎全球是以搜索和分类见长的门户网，但是进入中国以后始终无法找到合适的定位。虽然收购3721以后扩大了搜索分类的市场分额，但是门户的内容始终与搜弧和新浪有很大差距。那么阿里巴巴进入以后是否会改为纯商务门户平台。

如果改变为商务门户平台，就会大大减少网民的覆盖范围，如何实现商务与其他内容的平衡是一个严重问题。

 

5．  阿里巴巴联手雅虎可能扩展全球电子商务的市场。

Alibaba.com.cn 虽然中国经营不错，但是在全球市场还相对落后，雅虎是否可能改进alibaba.com and taobao 的技术在全球推广电子商务，从而挑战ebay and amonze的市场分额。这恐怕是雅虎收购阿里巴巴最后的目标。

 

显然这次雅虎和阿里巴巴的结合可能产生无数的想象空间和商业发展道路，也可能给中国和全球的互联网产业带来巨大的冲击和改变，但是要实现这些愿望还是存在很大的困难和问题。

 

阿里巴巴是过去是相对单一和专业的电子商务平台，马云的团队擅长销售和执行，而门户网和搜索引擎除了强有力的销售能力外，还需要充满想象的创造力和创新能力，这是google至所以成功的最重要法宝，也是目前门户网最难克服的问题和发展的阻力。 这需要一大批创新思维的人才队伍和创新的经营管理机制。

 

衷心祝愿马云的阿里巴巴团队，希望他们能够抓住这次机会，真正成为全球领先的互联网企业巨头。

 

先见策划 http://spaces.msn.com/members/foresight,

网商  http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn

foresight89@hotmail.com,

2005年8月10日星期三

 

 

 

 

中国门户网能否摆脱内容雷同的局面？

 

先见策划 http://spaces.msn.com/members/foresight,

网商 http://spaces.msn.com/members/ibizmen,

 

 

由于最近两年中国上网人数的快速增长，上网环境的不断改善，中国互联网产业又一次引来的发展的春天。中国网络企业在美国NASDAQ各各受到热烈欢迎，股价节节攀升。 最近网易的股价因为二季度收入大增，股价上涨突破了72美圆。从当初网络泡沫破裂时股价跌进1美圆，到现在股价超过72美圆，可以说是天翻地覆的变化。这是令人十分高心的事情。

 

然而在高心之余我们还是要看到中国门户网主业内容发展存在的严重问题。 其实网易的收入增长并不是来自门户网建设，而是在于网易投资的网络游戏。中国门户网的经营管理层早已经意识到了门户主业内容建设和收入增长问题，因此网易几年前就投资了网络游戏产业。而Tom网早就收购了中国许多户外媒体，成为了中国户外媒体最大集团。似乎门户网只有靠其他产业的投资才能增长。门户网传统的主业内容服务发展到底有没有前途？

 

我们知道新浪网曾经是中国网络的代表，是网络企业的一面旗帜。 但是由于最近几年各种专业网站的纷纷崛起，以及传统媒体集团重视自身的网站建设，新浪网的优势似乎已经不存在了。 今天打开各种门户类网站新闻内容几乎完全相同，文章大部分为互相复制，很少有原创的东西。  新浪、搜弧和网易的版面设计和栏目分类也极其相似。 人们只要访问一个网站就可以看到相同的内容，没有特色内容和服务自然无法引发人们的关注和热爱。 结果广告收入和短信收入必然分流到其他各种专业中小性网站。  新浪和搜弧广告和短信收入增长减缓自然成为必然。

 

门户网现在留住网民最有效手段是电子邮箱、聊天工具、互动社区，还有刚刚热起来的博客，但是这些手段现在所有的门户都能提供了，竞争同样激烈。

 

难道门户就没有办法摆脱内容和方法雷同的困境？ 找不到各自创新独特的内容建设发展道路呢？

 

其实创造特色的方法很多，因为中国门户网已经有了足够的资金积累，也有了几年的用户积累。 问题是现在门户的经营管理机制存在严重问题。 互联网产业是信息产业的重要领域，信息产业是靠思想不断创新和技术不断创新来生存和发展的。中国的门户网应该从Google的跨越式发展中学习很多东西。  现在几大门户网站都在海量挑选和招聘人才，特别需要能够自我创作的人才。 确实人才是企业发展的第一资源，但是如果机制不变，人才来了有什么用？  本人许多文章曾经被各大媒体和网站抄袭， 本人曾经打电话给一家以中国某某报刊打头的总编室质问“为什么我的文章会原封不动的发表在他们的报刊上，而只改了作者的名字？”  该位抄袭者就是责任编辑他的回答让我打开眼见“他说这是他在一家大型网站论坛上看到的，因为联系不到作者，因此用自己的名字发表了，而且他强调这是中国媒体记者和编辑普遍采用的方法，被我查到了，他可以将稿费寄给我。”  这就是目前一些有名报刊责任编辑的职业道德和工作方法。

 

可见内容的创新不是人才问题，更重要的是管理机制。

 

现在有些网站采取卖版面的方式来发展，这种方法显然是走不通的，因为点击率和人流量虽然能够吸引一些广告，但是没有优秀的内容做基础，点击率是毫无作用的。

 

鄙人有一个建议，也是门户网内容创新最好的经营策略，就是用门户网的资金和版面拿出来作为风险投资，吸引一些优秀的创业团队，形成一个全新的创业平台。 这样才是唯一可行的双赢的发展战略。 小型创业团队缺乏资金，缺乏平台，门户网有资金，没有内容更没有当初热情创业的机制。 这种战略结合模式一定是未来中国门户网的发展之路。

 

先见策划 http://spaces.msn.com/members/foresight,

网商   http://spaces.msn.com/members/ibizmen,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

 

2005年8月8日星期一

为百度而欣喜，为百度而担忧。

 

先见策划 http://spaces.msn.com/members/foresight,

网商 http://spaces.msn.com/members/ibizmen,

 

 

百度首日上市股价超过发行价354%，市值接近40亿美圆。还打破了NASDAQ首日上市的股价上涨记录。对百度来说可喜可贺，对中国的网络企业来说也一件值得欣喜的事情。因为中国的网络企业最近两年已经受到全球投资者的看好企业。

 

百度之所有如此大受投资资金的追捧可能有两原因，首先是这两年中国蓬勃发展的互联网产业；其次是百度被认为是中国的Google；而Google上市以后的出色表现刺激了全球投资基金寻找下一个Google的冲动。

 

然而首日股价的飞涨同样让人产生担忧。 据专业分析师分析：百度目前的市值已经达到2004年营收(1420万美元)的279倍，而Google的市值仅有2004年营收(32亿美元)的26倍。Hoefer & Arnett公司董事经理马丁-普科宁(Martin Pyykkonen)表示：“很多投资者认为Google或雅虎的股价已经过高，那他们如何评价百度呢？百度的本销比达到Google或雅虎的五倍以上，难道仅仅因为它是一家中国公司？ 显然无论从人才实力，经验水平和资金实力上百度与Google还有很大差距。

 

因此百度上市以后经营收益能否迅速大幅提高成为很大疑问，而且是几十倍的大幅上升。而这种可能性非常小。虽然目前百度有了资金可以去收购业绩非常优秀的企业，但是这种收购机会也很小。 这样首日股价飞涨可能会带来未来股价迅速下降，从而给百度的经营带来巨大的压力。

 

百度在兴奋高心之后马上需要面对股价的下降和营业收入迅速大幅提升的压力。等待百度还有更多的包括Google在内竞争对手。作为百度的创始人来说上市就代表一种成功，但是对百度企业来说还是刚刚开始。祝愿百度一路走好。

 

先见策划

http://spaces.msn.com/members/foresight,

foresight89@yahoo.com.cn,

foresight89@hotmail.com,

2005年8月7日星期日