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第一個(gè)基本特征，永遠(yuǎn)面向未來(lái)尋找機(jī)會(huì)。

大家都知道，阿里巴巴成立于1999年，互聯(lián)網(wǎng)當(dāng)時(shí)還是新事物。我們的創(chuàng)始人馬云去了西雅圖，第一次接觸到互聯(lián)網(wǎng)和電腦。他在網(wǎng)上搜索“啤酒”，看到了世界各地的啤酒品牌。所以他就想到，為什么不能回到中國(guó)，利用互聯(lián)網(wǎng)幫助中國(guó)企業(yè)尋找全球貿(mào)易的機(jī)會(huì)？那時(shí)中國(guó)剛剛加入WTO，中國(guó)企業(yè)剛剛打開(kāi)國(guó)門(mén)，都想要尋找更多出口到海外的貿(mào)易機(jī)會(huì)。

這是一切的開(kāi)始。思考如何用新事物來(lái)解決未來(lái)的問(wèn)題，給客戶創(chuàng)造機(jī)會(huì)，這就是創(chuàng)新的開(kāi)始。

但這些還不夠。每一天，我們都能發(fā)現(xiàn)很多大大小小的機(jī)會(huì)，但基于真實(shí)的商業(yè)經(jīng)歷，我想強(qiáng)調(diào)一點(diǎn)：當(dāng)我們仔細(xì)審視這些機(jī)會(huì)時(shí)會(huì)發(fā)現(xiàn)，很多并不是真正的機(jī)會(huì)。如何判斷這些機(jī)會(huì)的優(yōu)先級(jí)，如何識(shí)別和把握真正的機(jī)會(huì)？

我的觀點(diǎn)是：機(jī)會(huì)不只關(guān)乎現(xiàn)在，還關(guān)乎未來(lái)。我們不必把視野局限于今天的機(jī)會(huì)，如果你能看得到的機(jī)會(huì)，那么其他人也看得到。

一個(gè)真正的企業(yè)家不僅能認(rèn)清今天的機(jī)會(huì)，還能看得到明天的機(jī)會(huì)。大多數(shù)人今天看不到或者對(duì)未來(lái)表示懷疑，只有那些看到未來(lái)機(jī)會(huì)的人，迅速行動(dòng)、先行一步、敢于嘗試，去解決明天的問(wèn)題。他們才是真正的創(chuàng)新者。

在阿里巴巴，我們有個(gè)關(guān)于阿里云的很有名的故事。2009年我們開(kāi)始投入資源做阿里云，當(dāng)時(shí)很少有人相信云計(jì)算，即便在阿里內(nèi)部也有很多爭(zhēng)論。管理團(tuán)隊(duì)聚在一起討論，“未來(lái)會(huì)怎么樣”？沒(méi)錯(cuò)，在2009年也許不是大規(guī)模發(fā)展云計(jì)算的好時(shí)機(jī)，但未來(lái)呢？一旦思考未來(lái)愿景，目標(biāo)就會(huì)清晰，數(shù)據(jù)會(huì)成為新經(jīng)濟(jì)的能源。如何通過(guò)數(shù)據(jù)創(chuàng)造價(jià)值？我們達(dá)成共識(shí)：我們需要計(jì)算力。如何低成本高效地獲得計(jì)算力，云計(jì)算就是答案。

今天說(shuō)到大數(shù)據(jù)和云計(jì)算的時(shí)候，人們總是放在一起講。但我們看來(lái)這兩者是不同的，大數(shù)據(jù)是大量的數(shù)據(jù)，如何從大數(shù)據(jù)中創(chuàng)造價(jià)值？需要計(jì)算力。你可以有很多算力，但如何以合理高效的投入獲取數(shù)據(jù)的價(jià)值，反哺商業(yè)？這就是我們思考云計(jì)算的起點(diǎn)。

很多人會(huì)問(wèn)，當(dāng)時(shí)你真的相信這一天的來(lái)臨嗎？有關(guān)于云計(jì)算的清晰藍(lán)圖嗎？我的答案是，并沒(méi)有。我認(rèn)為這些都關(guān)于愿景，我們相信這一切會(huì)發(fā)生，我們相信如果世界全面進(jìn)入數(shù)字化時(shí)代，數(shù)據(jù)會(huì)成為新經(jīng)濟(jì)的能源。我們相信云計(jì)算會(huì)成為商業(yè)的基礎(chǔ)設(shè)施，通過(guò)處理數(shù)據(jù)、令數(shù)據(jù)產(chǎn)生價(jià)值，驅(qū)動(dòng)未來(lái)商業(yè)的成長(zhǎng)。

這就是我分享的第一點(diǎn)——關(guān)于如何思考明天的問(wèn)題，不僅關(guān)注現(xiàn)在更認(rèn)清明天的機(jī)會(huì)。

第二點(diǎn)我想要分享的是，當(dāng)你擁有了遠(yuǎn)大愿景和清晰目標(biāo)，如何執(zhí)行？

創(chuàng)新不只關(guān)于大局，創(chuàng)新也關(guān)乎細(xì)節(jié)，關(guān)乎如何解決用戶痛點(diǎn)。所以我們常說(shuō)，如果我們能識(shí)別用戶痛點(diǎn)，就能發(fā)現(xiàn)機(jī)會(huì)。問(wèn)題的關(guān)鍵是，如何去解決用戶痛點(diǎn)？在競(jìng)爭(zhēng)激烈的商業(yè)領(lǐng)域，聰明的企業(yè)家很多，如何不但能發(fā)現(xiàn)機(jī)會(huì)和痛點(diǎn)，還能給出合適的解決方案？我在阿里巴巴的經(jīng)歷告訴我，一定要用不一樣的方式去思考，這是創(chuàng)新的關(guān)鍵。

尤其在這個(gè)新經(jīng)濟(jì)世界，經(jīng)濟(jì)和商業(yè)的運(yùn)行規(guī)律都在發(fā)生本質(zhì)變化。如果所有人都看到這一點(diǎn)，都朝這個(gè)方向走，你真的能把握住機(jī)會(huì)嗎？必須與眾不同地去思考。

在阿里巴巴早期發(fā)展階段有一個(gè)例子，就是我們和eBay的競(jìng)爭(zhēng)。2003年，eBay已經(jīng)進(jìn)入了中國(guó)市場(chǎng)，他們實(shí)力很強(qiáng)，占據(jù)了90%的市場(chǎng)份額。我們意識(shí)到，當(dāng)時(shí)所謂90%的份額其實(shí)依然很小。回到我講的第一點(diǎn)——關(guān)于明天，明天的市場(chǎng)會(huì)非常之大，遠(yuǎn)比2003年的大。當(dāng)時(shí)的eBay的確非常成功，我們也做了許多調(diào)查研究，最終發(fā)現(xiàn)，他們的商業(yè)模式很高效。當(dāng)我們思考自己的商業(yè)模式時(shí)，必須另辟蹊徑。

具體而言，當(dāng)時(shí)eBay是競(jìng)價(jià)模式，通過(guò)拍賣(mài)產(chǎn)品用最好的價(jià)格達(dá)成合理交易。這個(gè)過(guò)程發(fā)現(xiàn)一個(gè)痛點(diǎn)。競(jìng)價(jià)意味著沒(méi)有交流，只是交易。我們看到在中國(guó)，互聯(lián)網(wǎng)是新生事物，線上購(gòu)物對(duì)大多數(shù)人來(lái)說(shuō)都很新鮮，人與人之間缺乏信任，如果消費(fèi)者和賣(mài)家之間不交流，會(huì)覺(jué)得交易很危險(xiǎn)。如何鼓勵(lì)他們交流、讓他們能夠交流，從而令交易更簡(jiǎn)單？我們從一開(kāi)始就在購(gòu)物流程中，引入了基于PC端的在線聊天功能。今天對(duì)平臺(tái)上所有的賣(mài)家和消費(fèi)者來(lái)說(shuō)，它已經(jīng)不僅是交流工具，更是一個(gè)客戶服務(wù)工具。

這就是如何另辟蹊徑去看待創(chuàng)新。我經(jīng)常和團(tuán)隊(duì)說(shuō)，不要試圖尋找完美的解決方案。尤其在競(jìng)爭(zhēng)激烈的商業(yè)領(lǐng)域，如果競(jìng)爭(zhēng)對(duì)手強(qiáng)勁，他往東走，你唯一勝出的機(jī)會(huì)就是往西走。在這個(gè)快速變化的世界，我們總說(shuō)不要錯(cuò)過(guò)趨勢(shì)。移動(dòng)互聯(lián)網(wǎng)時(shí)代來(lái)了，人們說(shuō)不要錯(cuò)過(guò)移動(dòng)互聯(lián)網(wǎng)，今天所有人又都在討論5G和IoT。實(shí)際上今天創(chuàng)新越來(lái)越頻繁，變化越來(lái)越迅速，我跟團(tuán)隊(duì)說(shuō)，的確需要努力不錯(cuò)過(guò)任何一班列車(chē)，但當(dāng)你已經(jīng)落后的時(shí)候，就不要去追趕這趟車(chē)了，為什么不轉(zhuǎn)而去尋找下一班車(chē)？為下趟車(chē)做好準(zhǔn)備，比追趕前一班車(chē)更為重要。比起復(fù)制他人、努力追趕其他人的步伐，這才是創(chuàng)新。

在阿里巴巴，首先我們是一個(gè)造夢(mèng)者，我們需要夢(mèng)想，需要對(duì)明天充滿愿景。同時(shí)我們要做一個(gè)造風(fēng)者。我們不僅不做跟風(fēng)者，還要思考如何創(chuàng)造未來(lái)，不是追逐上一班列車(chē)，而去思考如何創(chuàng)造下一班列車(chē)。這是我在阿里巴巴的商業(yè)經(jīng)歷中體會(huì)的樂(lè)趣。

第三條基本特征，就是如何相信年輕人。

我們談到愿景、談到夢(mèng)想時(shí)，我們需要造夢(mèng)者。我們?cè)谟懻撐磥?lái)的時(shí)候，我們需要造風(fēng)者。他們?cè)谀睦铮课艺J(rèn)為所有的造夢(mèng)者、造風(fēng)者都來(lái)自年輕一代。為什么不給他們一些機(jī)會(huì)和空間，去嘗試新事物呢？

在阿里巴巴歷史上，我們經(jīng)歷了許多重要時(shí)刻，其中之一是6年前移動(dòng)互聯(lián)網(wǎng)的崛起。大概在2012年2013年，所有人都在談?wù)撘苿?dòng)互聯(lián)網(wǎng)，以及移動(dòng)互聯(lián)網(wǎng)改變的商業(yè)世界。如何基于此變革我們的業(yè)務(wù)？我們討論了很多，但移動(dòng)互聯(lián)網(wǎng)的變革速度比所有人想象得要更快，一夜之間完全改變了人們的生活。

但在2013年，我們的核心平臺(tái)淘寶仍停留在PC時(shí)代。我們嘗試了很多，讓擁有多年淘寶經(jīng)驗(yàn)的人去升級(jí)平臺(tái)，最后意識(shí)到這不對(duì)，因?yàn)檫@些人即便非常年輕，但他們?cè)谶^(guò)去10年是跟著淘寶一起成長(zhǎng)起來(lái)的，有很多基于PC端的傳統(tǒng)思維。

最后我決定任用年輕人，一點(diǎn)淘寶經(jīng)驗(yàn)都沒(méi)有的年輕人，他們天然在移動(dòng)互聯(lián)網(wǎng)時(shí)代成長(zhǎng)起來(lái)。現(xiàn)在6年之后，這個(gè)人已經(jīng)是淘寶天貓的總裁了，今年也只有35歲。

所以我認(rèn)為，新機(jī)會(huì)需要新一代去把握，即便我們有很多有經(jīng)驗(yàn)的優(yōu)秀人選。這對(duì)我也一直是最大的挑戰(zhàn)。當(dāng)我和團(tuán)隊(duì)討論時(shí)，我總是先傾聽(tīng)，有時(shí)我提醒自己，不要立刻評(píng)論。作為CEO，一旦評(píng)論就意味著做出判斷。不要急著下判斷，給人們一點(diǎn)時(shí)間去嘗試，也許會(huì)得到驚喜。當(dāng)然，也可能因此付出試錯(cuò)的成本，甚至成本昂貴，但這值得。在真實(shí)的商業(yè)和創(chuàng)新中，最大的成本是機(jī)會(huì)成本，如果你不嘗試，你永遠(yuǎn)不知道什么是對(duì)的，什么是錯(cuò)的。

所以當(dāng)大多數(shù)人討論創(chuàng)新的時(shí)候，總會(huì)說(shuō)，要想想市場(chǎng)真正需要什么，然后出一個(gè)商業(yè)計(jì)劃，按照這個(gè)商業(yè)計(jì)劃來(lái)執(zhí)行。我的經(jīng)歷告訴我，現(xiàn)實(shí)可能并非如此。你需要有商業(yè)計(jì)劃，需要進(jìn)行市場(chǎng)調(diào)查，需要理解消費(fèi)者，但真的一旦開(kāi)始執(zhí)行，一切都關(guān)乎糾錯(cuò)。你可能犯很多錯(cuò)誤，關(guān)鍵在于你如何高效地修正這些錯(cuò)誤。人總會(huì)犯錯(cuò)，不要怕犯錯(cuò)。

給年輕人犯錯(cuò)的機(jī)會(huì)，他們會(huì)找到通向目的地的方案。這是第三條從經(jīng)歷中學(xué)到的原則。

最后想聊聊企業(yè)家精神。

今天談到創(chuàng)新、談到創(chuàng)業(yè)公司時(shí)，大多數(shù)人都關(guān)心商業(yè)機(jī)會(huì)，以及如何掌握抓住這些機(jī)會(huì)的技能。但我認(rèn)為，要想成為一個(gè)真正的企業(yè)家、做一個(gè)偉大的公司，我們必須要為整個(gè)社會(huì)解決問(wèn)題。放眼整個(gè)世界，你會(huì)發(fā)現(xiàn)，越能為社會(huì)解決大的問(wèn)題，越可能創(chuàng)造偉大的公司。

當(dāng)然我們可以從解決一些小問(wèn)題開(kāi)始。10年前，餓了么在上海誕生，一開(kāi)始它只是源于為大學(xué)生提供高效的送餐服務(wù)，今天餓了么已經(jīng)成為阿里巴巴本地生活服務(wù)的重要部分。如今我想幾乎所有校園都在用外賣(mài)服務(wù)，不僅如此，無(wú)論在辦公室還是在家，人們都習(xí)慣叫外賣(mài)。

因此，如果能認(rèn)清整個(gè)社會(huì)的痛點(diǎn)，真正擔(dān)起社會(huì)責(zé)任，不僅為自己更為整個(gè)社會(huì)思考和提供解決方案，才能成為一位真正的企業(yè)家。換句話說(shuō)，真正的企業(yè)家，不僅為自己而存在，更在為整個(gè)社會(huì)做出貢獻(xiàn)。

在阿里巴巴我們經(jīng)常說(shuō)，阿里巴巴之所以成為阿里巴巴，主要源于我們的使命驅(qū)動(dòng)。20年前，創(chuàng)始人馬云立下了“讓天下沒(méi)有難做的生意”的使命，我們一直保持這個(gè)使命。我們不僅為自己做生意，而要幫助更多中小企業(yè)更好地做生意。我們也是這樣看待企業(yè)家精神的——企業(yè)家精神關(guān)乎擔(dān)當(dāng)，關(guān)乎責(zé)任，不為自己，而是為了整個(gè)社會(huì)。

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主要觀點(diǎn)整理：

1.關(guān)于造風(fēng)者：

在阿里巴巴，我們首先要做造夢(mèng)者（Dream Maker），我們需要夢(mèng)想，需要對(duì)明天充滿愿景。我們同時(shí)也要做造風(fēng)者（Future Shaper），不僅不跟風(fēng)，還要?jiǎng)?chuàng)造未來(lái)。不要試圖追趕上一班車(chē)，而要思考如何創(chuàng)造下一波風(fēng)口。

2.關(guān)于面向未來(lái)：

機(jī)會(huì)不僅關(guān)乎現(xiàn)在，更關(guān)乎未來(lái)。一個(gè)真正的企業(yè)家不僅能把握今天的機(jī)會(huì)，也能看到未來(lái)的機(jī)會(huì)。大多數(shù)人看不到或?qū)ξ磥?lái)保持懷疑，只有那些洞察未來(lái)的人，先行一步，勇于嘗試并解決未來(lái)問(wèn)題。他們才是真正的創(chuàng)新者。

3.關(guān)于相信年輕人：

新機(jī)遇需要新一代去把握。不要輕易下判斷，留一點(diǎn)時(shí)間給年輕人去嘗試，結(jié)果也許會(huì)很驚喜。當(dāng)然可能會(huì)付出試錯(cuò)成本，但真正的商業(yè)創(chuàng)新中，不嘗試，永遠(yuǎn)不知道什么是對(duì)的。給年輕人犯錯(cuò)的機(jī)會(huì)，相信他們會(huì)找到通向目的地的路徑。

4.關(guān)于創(chuàng)新：

有些創(chuàng)新自下而上，特別由技術(shù)驅(qū)動(dòng)的創(chuàng)新。另一種則是商業(yè)模式的創(chuàng)新，作為領(lǐng)導(dǎo)者要身體力行，成為商業(yè)戰(zhàn)略的設(shè)計(jì)師。領(lǐng)導(dǎo)者不創(chuàng)新，不能期待下面人創(chuàng)新。

5.關(guān)于價(jià)值與估值：

關(guān)注價(jià)值而非估值。有些人去創(chuàng)業(yè)，靠PPT拿到一輪輪融資，燒錢(qián)獲得規(guī)模。本質(zhì)問(wèn)題在于，這個(gè)過(guò)程是否創(chuàng)造了價(jià)值？如果答案是Yes，用戶會(huì)跟隨你。如果沒(méi)有，他們就會(huì)離開(kāi)你。

6.關(guān)于企業(yè)家精神：

談創(chuàng)新，大多數(shù)人都關(guān)心商業(yè)機(jī)會(huì)，或抓住機(jī)會(huì)的技能。要成為一個(gè)真正的企業(yè)家，成就一個(gè)偉大公司，必須要為整個(gè)社會(huì)解決問(wèn)題。越能為社會(huì)解決大的問(wèn)題，越有機(jī)會(huì)成就偉大公司。洞察痛點(diǎn)，擔(dān)起真正的社會(huì)責(zé)任，不僅為自己更為整個(gè)社會(huì)思考解決方案，由此才能成為一位真正的企業(yè)家。

When people ask me to talk about this topic (of innovation), I think actually it’s good to tie back to Alibaba’s history and what has happened in the past 20 years at Alibaba. I think we are one of the good examples about hot to elaborate about how to look at innovation, how to incubate innovation. But, as Dean Bai said in his remarks, I totally agree that when we look at innovation, we always look at from the real products, and when we talk about entrepreneurship, it grows from the real business, from real products. But how do you find the general principles. I think it’s a very good thing to elaborate on and explore. I think that’s why Tsinghua CEMS invited me to come here, and I also want to share with you my personal thoughts about innovation and entrepreneurship.

First of all, I find from my personal experience at Alibaba that innovation is always coming from looking for the opportunity for future society. Everybody knows Alibaba was founded in 1999, and the world tried a new thing, called the Internet. And our founder, Jack Ma, famous Jack Ma, paid a visit to Seattle. It was the first time he saw the internet on a PC. He searched and found some beers, globally. Then he had an idea. Why not go back to China and help Chinese businesses use this Internet to get trading opportunities all over the world. If people can search the Internet, people can find things globally. So why can’t we show all the Chinese products online, so China can have more exporting opportunities. Because, at that time, it was just the beginning of the WTO for China. China just opened its door and joined the WTO’s big family, and Chinese exporters wanted more opportunity to go outside China. So, that’s the beginning. I think to think about the opportunity, how to use something new to resolve today’s problem, to give the opportunity to a particular group of clients is the beginning of innovation.

But that isn’t enough. Every day, we can find many opportunities. And some small, some big. But I want to emphasize from my real experiences, that when we look at all the opportunities, many of them are not true opportunities. But how do you prioritize this? How do you identify some real ones to do this? Then, my experience tells me it’s not only about today’s opportunities. It’s about tomorrow. We don’t always have to look at today’s opportunities. And yes, this is good and what the market needs. If you can see it, many other people can see it. A real entrepreneur, they may identify some opportunities not only for today, but also for tomorrow. Some people cannot see it or believe it today, but only the first-mover who sees this opportunity, then they go ahead and try new things and try to resolve the issues for tomorrow.

At Alibaba, we have a very famous story about Alibaba Cloud. We started to invest a cloud business in 2009. At that time, few people believed in cloud. Even in the organization, in the Alibaba family, we had a lot of debate. Our first-class engineers and team leaders thought, why do we need a cloud? We have such a good buisnesss in wholesale, retail, Taobao, Tmall. Why do we need a cloud? But when the leadership team came together, what we discussed was ‘what about tomorrow?’ Yes, maybe today, in 2009, it’s not the right time to have a big cloud business, but how about tomorrow. Then, we shared the vision that tomorrow, data will become the energy of the new economy. But how can you create value from the data. Then, we had a consensus that if we wanted to create value from data, we needed computing power. How to get the big computing power, but with efficient cost? Then, maybe the world needs cloud computing. So, today, when most people talk about cloud computing and big data, people see them together. But I would say these are two different things. Big data is big data, but how do you create value from big data? It’s all about computing power. Sure, you can have a lot of computing power, but how about the cost. Can you have a reasonable cost to computing the data and create value and feed back to your real business? So, that was the starting point when we thought about cloud. If people asked me, do you really believe this? Do you have a very clear picture of the future, at that time? My answer would be, ‘no!’

I think it’s all about the vision. We think it will happen. If the world will go to the digital world, do we really believe that? We believe? What does ‘digital world’ mean? Which means data will be the energy of the new economy. Do you believe that? We believe that. If that’s the case, that brings us to the next question: How do you utilize that data? Then, cloud computing will become a utility, to computing the data, creating value from the data and growing the future business. That’s all about how to think about tomorrow’s problem and identify the opportunity, not only from today, but from tomorrow. So, that’s my first learning from my Alibaba life. That’s my so-called first general principle.

The second one I want to share with you is when you have a vision, a very clear goal, how you execute. Innovation is not only about the big picture. It’s about detail. Innovation is about how you resolve the pain point of the real customers. So, we always say that if we can identify the real pain point of the customers, then you have opportunity. But the key thing is how can you resolve this? And especially, again, in the market, there are a lot of smart entrepreneurs, a lot of smart business there. How can you not only identify the opportunity and identify the pain point, but also how can you find the right solution. Especially in a very intensive competition landscape. My learning from my Alibaba life is that we should think differently. I think thinking differently is the key of innovation, especially in this new economy world. And people all believe this is a fundamental change of how to run a business. It’s a revolution of the whole society. If everybody sees this and goes to that direction, can you really capture that opportunity? You have to think differently.

One early example in Alibaba history is a famous Alibaba vs. Ebay competition. At that time, eBay was already in China. And they were very powerful. They occupied 90% of the market. But, we realized this 90% of the pie, at the time, was very small. And we believed, that this also ties back to my first point, about tomorrow, ‘how about tomorrow?’ Tomorrow the pie should be very, very big - much, much bigger than it was in 2003. But, at that time, when we looked at eBay, they were so successful that our team did a lot of research, and found they have a very efficient way to do their marketplace business. But when we think to start our business, we think we should go the other way. What does ‘the other way’ mean? It means eBay, actually, at that time, they are doing a bidding business. They are an auction business. Because this auction business is more like secondhand trading, people bidding on the site to get the best price, and they get the deal. But we realize there is a pain point there. In China, when we go to this area, if they are doing this bidding and what bidding means is no talk, only bid, only action – no conversation. But we believed, that in China, the Internet was a new thing. And online shopping is a new thing to most of the people at that time. So, how can customers trade on the Internet without communication between buyers and sellers. It’s very dangerous. There was a lack of trust. So, how do you encourage people to communicate? How do you enable them to communicate, to facilitate the trading, became our thinking. So, that’s why, from the very beginning, we introduced live chatting, at that time, PC live-chatting, in the shopping process. Today, all the sellers on the platform, all the buyers…Here, many of the students, the participants are customers, or even our sellers, and you use this live-chatting tool not only as a communications tool. It’s more like a customer-service tool. I think we have to think differently about competition, about innovation. If our competitors go, I always share with my team, don’t try to find a perfect solution, especially in a very competitive landscape. If you have a strong competitor, if they go east, then the only chance you have is to go west. In this very fast-changing world, we say, don’t miss the train. When mobile Internet comes, people say don’t miss the mobile Internet. Then, today all people are talking about 5G, about IoT, but all of us realize that the revolution comes more and more frequently and change comes more and more often. So, I shared with my team, we try not to miss one train, but don’t try to catch the train if you’re the last one.

In this case, why don’t you turn around and think about what’s the next train. Be well-prepared for the next train. I think it’s much better than working very hard and trying to copy other people’s models and follow other people to take the train. That’s why, at Alibaba, we start with my first point, ‘we need to be a dream-maker. We need a dream. We need to think about tomorrow. We need a great vision to think about tomorrow.’ The second point I share with you, at Alibaba, we say ‘we want to be a future-shaper.’ So, we are not trying to be a follower, but how do you shape the future, create the next trend, rather than just follow the next trend. That’s a very, very interesting learning from my real life.

The third general principle I learned from my life at Alibaba is how to trust young people. When we talk about this great vision, this dream, we need a maker. When we talk about the

shape, we need a shaper, when we talk about the future, we need a shaper. So, where are they? I think all the makers, all the shapers, come from the young generation. Why don’t we give them some flexibility, some space to try new things. In Alibaba’s history, we have a lot of very important moments. One of the moments we experienced about six years ago was mobile. And as I said, when mobile internet came, in about 2012 or 2013, all the people were discussing the mobile internet. And also, mobile-driven internet shopping. But how do you upgrade your business? We talked a lot, and suddenly, everyone realized the mobile transition would come a lot faster than anyone imagined. Overnight, the price of smartphones was reduced to under RMB1000. Everybody had a smartphone, everybody could get a very fast 4G connection, and the mobile internet changed the whole life of the customers.

But at that time, Taobao, our leading platform, was still PC-driven. That was 2013. Then, we had a lot of trials. We tried to mobilize the best-in-class team, with a lot of Taobao experience, and do this upgrading. Finally, we realized that it wasn’t good. Because all of these people, even though they are very young, were very young at that time, were very experienced, they grew up together with Taobao in the previous 10 years, they still had a lot of legacies. Legacies of thoughts. They thought of things from the PC, oh because this a shopping journey, this is a consumer journey, I have to define it like this. I need a search. I need a category tree, so people can find things like that, like people used to on a PC. Then, finally, I decided to trust some young people. Young people without any Taobao experience. Young people generated and who grew up and worked on mobile phones. Today, this guy has become the president of Taobao, six years later, and now, is only 35 years old.

I would say new opportunities need new people. Maybe we have a lot of people with good experience, including me. This is always the challenge for me. When I have discussions with my team, I always listen first. Sometimes, I remind myself to not comment right away. If I, as the CEO of the company, I comment, it means you’ve made a judgment. Why not not comment in a hurry. Just give people some time to try. Maybe they will give you some big surprise. Yes, you have to pay some costs. People will say, ‘yes, this is very expensive.’ But I would say the biggest cost in the real business, in innovation, is the opportunity cost. If you don’t try, you’ll never know what’s right and what’s wrong. So, when we talk about innovation, we always say let’s have a think about what the market needs, what is the opportunity. Then, we have the business plan, then we follow the business plan. My experience tells me that that’s not true. Day One, you do need a business plan. Day One, you do need to market survey, you do need to understand the customer. When you start to execute, it’s all about correction. You make a lot of mistakes. But the key thing is how efficiently you can correct this mistake. It’s not about how to make mistakes. Nevertheless, you have to make some mistakes. So, give young people some opportunities to make mistakes. Then, they will find the right way to get to the destination. That’s my third learning, my third general principle: ‘Learn from real experiences.’

Last, but not least, I’d like to talk about entrepreneurship. I think today, when we talk about innovation, when we talk about start-ups, I think most people care about the business opportunity, the skill set. How are we able to capture this opportunity? But I would say, if we want to be a real entrepreneur, to be a great business, we have to resolve problems throughout the whole society. If you look around the world, you can find that the bigger the problem you can solve for all of society, the greater your business. Yes, maybe we can create, maybe resolve some small issues, just like in Shanghai, on a campus, about 10 years ago, there was a start-up food-delivery business. Now, this business, Ele.me, became part of Alibaba. This food delivery business resolved a problem on campus about how to get the food box. You need food delivery. Now, I think on every single campus in China, all the students need this food-delivery business. But that’s not all. Yes, the whole society and all citizens, they need some lunch boxes, and in the office and at home. So, how do you think about the issues, the pain points of the whole society? If you can identify this and do it, not only for ourselves, but with some real social responsibility, I think you can be a great businessman. And you can be a real entrepreneur. And not only for you, yourself, but for the whole society. So, that’s why Alibaba, I always say, that why we can become what we are today is because our main driver is our mission. Jack and the founding team at Alibaba set a great mission for us at Alibaba 20 years ago, which is ‘make it easy to do business anywhere.’ So, we do our business always following this mission. We are not doing this business for ourselves. We are doing the business to enable, to facilitate, other business people to do business in an easier way. That’s how we think about entrepreneurship. Entrepreneurship is about ownership, about responsibility. Not only for his own business, but for all of society. That’s some pieces of the thoughts I want to share with you. It’s such a big topic, and we could take a whole day to discuss it. But I also want to take this opportunity to listen to all the others’ comments. Thank you.