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Explain the implications of the company's new ownership structure and shareholder expectations.

Describe how important a rapidly expanding domestic market is in Alibaba.com's strategic assessment.

Describe the merits of proposed changes to Alibaba.com's pricing strategy.
Recommend how the company can position itself competitively against B2B giant, Global Sources.

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Alibaba.com. Please respond in 200 to 250 words.
Explain the implications of the company's new ownership structure and shareholder expectations.
Alibaba.com has become a public company after its listing on the Hong Kong Stock Exchange. The shareholders will now expect alibaba.com to perform consistently and provide returns on their investment. Currently, the net profit of alibaba.com is at RMB 452.5 million for the first quarter of 2011. The profit is showing a 37% growth. In addition, alibaba.com has announced that it may divest HiChina by spinning it off and raising $200 to $300 ...

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The Process of Using Alibaba, works through process of choosing product and supplier, discussing benefits and drawbacks.

Address the following questions. Remember to cite any sources used, including the textbook (APA format is required).

• Visit the website www.alibaba.com. .
• Choose a product and supplier from whom you would import the product. For example, you can search for suppliers of "golf clubs" in the country of " Indonesia" or in the region of " Asia." .
• Describe the product and the supply company you chose. Briefly explain the rationale for your choice. .
• Analyze the process for usefulness and potential value. Name at least one benefit and one drawback of using this type of website to conduct trade. .
• Is it reasonable to speculate that eventually most trade SME's might take place in the context of sites like Alibaba.com? .
• How transparent do sites like Alibaba.com make the import-export transaction? Would you still worry about fraud? Why, or why not? .
• How might the global financial crisis create opportunities and threats for sites like Alibaba.com. .

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