ASSIGNMENT 2 FRONT SHEET
Qualification BTEC Level 5 HND Diploma in Business
Unit number and title Unit 24: Understanding and Leading Change
Submission date 27/10/2023 Date Received 1st submission
Re-submission Date Date Received 2nd submission
Student names & codes Final scores Signatures
1. Nguyen Thi Thuy Trang GBS210674 Trang
Student name
2. Nguyen Ha Phuong Nhu GBS210641 Nhu
3. Nguyen Thi Hoai Thuong GBS210986 Thuong
Class GBS1004C Assessor name Truong Ngoc Thinh
Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.
Grading grid
P5 P6 M3 M4 D2
OBSERVATION RECORD
Student 1 Nguyễn Thị Thuỳ Trang - GBS210674
Description of activity undertaken
1. Investigate the forces for and against change and how they affect leadership decision-making in
organizations (P5)
1.1. Barriers of change
1.2. Driving force
1.4. PESTEL analysis
1.5. SWOT
1.6. Communication plan
2. Apply force field analysis to analyze both driving and resisting forces (M3)
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student signature: Date:
Assessor signature: Date:
Assessor name:
Student 2 Nguyễn Hà Phương Như - GBS210641
Description of activity undertaken
1. Investigate the forces for and against change and how they affect leadership decision-making in
organizations (P5)
1.2. Driving force
1.3. Restraining forces
1.4. PESTEL analysis
1.5. SWOT
1.6. Communication plan
4. Recommend change leadership approaches and models to change initiatives for given situations
(M4)
Assessment & grading criteria
How the activity meets the requirements of the criteria
Student signature: Date:
Assessor signature: Date:
Assessor name:
Student 3 Nguyễn Thị Hoài Thương - GBS210986
Description of activity undertaken
1.6. Communication plan
3. Recommend change leadership approaches and models to change initiatives for given situations
(P6)
3.1. Model models to change initiative
3.1.1. Kurt Lewin’s change Model
3.1.3. McKinsey’s 7 S model.
3.2. Change leadership approaches
[Link] leadership
3.2.2. Transformational leadership
3.3. Leadership Change Plan
5. Critically analyse different leadership approaches and models in relation to the drivers and resisting
forces (D2)
Assessment & grading criteria
How the activity meets the requirements of the criteria
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TABLE OF CONTENTS
I. INTRODUCTION........................................................................................................................................... 6
II. THE MAIN.................................................................................................................................................... 7
1. Investigate the forces for and against change and how they affect leadership decision making in
organizations (P5)............................................................................................................................................... 7
1.1. Barriers of change.................................................................................................................................... 7
1.2. Driving force............................................................................................................................................. 7
1.3. Restraining forces....................................................................................................................................7
1.4. PESTEL analysis.........................................................................................................................................8
1.5. SWOT....................................................................................................................................................... 8
2. Apply force field analysis to analyze both driving and resisting forces (M3)...............................................9
3. Recommend change leadership approaches and models to change initiatives for given situations (P6).......9
3.1. Model models to change initiative..........................................................................................................9
3.1.1. Kurt Lewin’s change Model............................................................................................................... 9
3.1.3. McKinsey’s 7 S model...................................................................................................................... 11
3.2. Change leadership approaches.............................................................................................................. 12
[Link] leadership.......................................................................................................................12
3.2.2. Transformational leadership........................................................................................................... 13
3.3. Leadership change plan..................................................................................................................... 13
4. Recommend change leadership approaches and models to change initiatives for given situations (M4)....17
5. Critically analyse different leadership approaches and models in relation to the drivers and resisting forces
(D2)................................................................................................................................................................... 17
III. CONCLUSION......................................................................................................................................... 17
IV. REFERENCES........................................................................................................................................... 17
I. INTRODUCTION
Alibaba Logo (Alibaba, n.d)
The Alibaba Group firm has invited our group, which consists of three change management experts, to
create a change management strategy. To solve operational challenges, the well-known e-commerce and
retail business Alibaba is going through a digital transition. A review of the company's history will be given,
together with an analysis of internal and external issues and a recommendation for any necessary
organizational adjustments. It will examine the arguments for and against change, provide suggestions for
effective leadership, and present models of how changes may be put into practice. Along with suggesting a
suitable leadership style, the study also suggests a long-term change strategy for the company's transition.
Enhancing the company's competitiveness and operational efficiency are the main objectives.
II. THE MAIN
1. Investigate the forces for and against change and how they affect leadership decision making
in organizations (P5)
Without a doubt, let's look into the forces for and against change at Alibaba and how they impact leadership
choices, particularly in light of organizational goals, the need to save expenses, and employee attitudes.
1.1. Barriers of change
Alibaba's complex organizational structure and competitive market give serious obstacles for the
company's management. The company faces resistance to change due to fierce competition from rivals such
as [Link] and Amazon, which may make major changes challenging to implement. To maintain a
competitive edge, leaders must make strategic decisions like expanding into new areas, adding new products
to their lineup, or enhancing the customer experience. Because of its size and variety, Alibaba can have a
complex organisational structure, which makes it difficult to implement change throughout the whole
business. It may be necessary for leaders to improve communication, streamline procedures, and cultivate
an agile culture in order to allow change. Initiatives for change may also be aided or hindered by cultural
variables that are impacted by Chinese culture. While making choices, leaders must take cultural sensitivity
and values into account. They must also convey the advantages of change in a way that is acceptable to the
target culture (Alizila, 2016).
[Link]
1.2. Driving force
Organizational objectives: The global technology and e-commerce company Alibaba has strategic goals to
stay ahead of the competition, grow into new areas, and innovate across several industries. The leadership
of Alibaba must constantly assess suggested changes to make sure they are in line with the organization's
long-term vision and strategic goals. Decisions about change efforts should be made with a viewpoint
toward how they will help achieve these goals in mind (An, 2023).
Urge of reducing cost: Alibaba, like other organizations, is driven by cost reduction as a driving force to
maintain profitability in a competitive business environment. Leadership decisions are likely to prioritize
cost-cutting strategies to lower operating expenses, boost profitability, and stimulate innovative ideas at a
reasonable cost. This focus on financial stability is crucial for achieving profitability in the competitive
business environment (An, 2023).
Attitude of staffs: Change and innovation are largely dependent on the attitude of Alibaba employees.
Development may be fueled by a flexible, driven staff. Alibaba's management values employee attitudes and
promotes involvement in decision-making procedures, gathering employee input, and providing training.
Workers are inspired to welcome change and make valuable contributions to the company's success, which
impacts the choices made by the leadership (An, 2023).
[Link]
[Link]
Competitive condition: The eCommerce sector is highly competitive, according to Alibaba's Porter Five
Forces Analysis, with China being one of the biggest worldwide markets. With corporations like Target,
Amazon, and Walmart offering competitive B2C items, the middle-class group is increasingly looking for
overseas names. Alibaba benefits pricing competitiveness and access to low-cost Chinese manufacturers in
the B2B market. Nonetheless, buyers are prepared to shell out more cash for inferior goods made
elsewhere. Alibaba's competitive edge stems from its ability to take on eBay and create the Taobao website,
which has drawn in both big and small companies and taken up 70% of the market. increasingly companies
are using Alibaba's system since it is increasingly difficult for them to find partners in the conventional
market due to the platform's cheap prices and high level of competition (Linh, 2021).
[Link]
[Link]
Economic condition: China's biggest online retailer, Alibaba, surprised economists by reporting a 14% rise in
Q1 sales to 234.16 billion yuan ($32.29 billion). Revenue over the last four quarters has grown by 3%, while
the company's net profit has climbed by 51% over the previous year. Its Taobao and Tmall e-commerce
platforms saw a spike in customer shopping, especially during the 618 shopping festival, which contributed
significantly to the success. Yet, after overcoming Covid limitations, China's economy is seen to be slowing
down, and local governments are fostering ties with internet behemoths like as Alibaba.
[Link]
[Link]
1.3. Restraining forces
Organizational abilities: Changes in culture that integrate values into day-to-day operations to boost
efficiency have an impact on Alibaba's growth. Hofstede's theory of cultural elements, which opposes
individuality and collectivism, acceptance and uncertainty avoidance, proximity and power distance, and
masculine and feminine, may help to describe Alibaba's practices. With intimate management and staff,
Alibaba has a lower power distance. Internal bulletins serve as a bridge between employees and executives
on the horizontal leadership ladder. With Jack Ma becoming the biggest internet business in China, Alibaba's
culture is defined by an acceptance of ambiguity. Because of the company's collectivist philosophy, which
encourages information sharing and team spirit, the workplace is more productive and collaborative. In
addition, the company's culture emphasises feminism, which opposes masculinity's emphasis on individual
accomplishments with cooperation, caring, and solidarity (Phuong, 2023).
[Link]
[Link]
Morale of employees: Alibaba Group Holding Ltd has raised benefits for staff members in an effort to
enhance morale. These advantages include more paid time off, bigger allowances, and flexible work hours.
The benefits include 20 days of one-time holidays for employees with at least 10 years of service, ten extra
days of leave for new parents, and seven days of fully paid yearly leave for family reunions. Workers can now
spend one day a week working from home. Alibaba further raised each person's yearly team-building budget
and added a new monthly transit allowance.
[Link]
1.4. PESTEL analysis
Political: Geopolitical instability and instability are crucial for Alibaba's international growth, potentially
impacting customer confidence, operations, and sales, and potentially increasing regulatory changes and
market access obstacles.
Economic: Alibaba's sales are influenced by high interest rates, inflation, COVID-19, lifestyle changes, e-
commerce industry, and other factors such as purchasing habits, income, employment rates, and customer
confidence.
Social: Alibaba's expansion into other nations depends on meeting consumer demands, sustainability, and
environmental concerns. To satisfy diverse interests, the company must adhere to ethical business practices
and products.
Technological: Alibaba boosts its productivity and competitiveness by using AI and ML technology for fraud
detection, customer support, and personalised product suggestions. Through the analysis of massive
volumes of user data, advanced data analytics technologies assist in comprehending client behaviour,
streamlining processes, and making wise business decisions.
Environmental: E-commerce increases packaging waste, thus waste management techniques must be used
effectively. Alibaba's operations need the usage of renewable energy sources due to the enormous energy
consumption of data centers, making energy efficiency a critical factor in mitigating environmental effects.
Legal: China's strengthening laws on monopolistic practises in the internet business have drawn the
attention of antitrust officials to Alibaba, a multinational digital powerhouse. Alibaba’s international
activities depend heavily on compliance with rules governing cross-border commerce, including customs,
tax, and export/import regulations (Thestrategystory, n.d).
[Link]
1.5. SWOT
Strengths Weaknesses
Innovative Society: Alibaba's organizational culture Cultural Differences in Global Expansion: Alibaba's
promotes innovation, a crucial factor in the rapid international expansion may face challenges due to
development of technology and e-commerce. cultural and legal disparities.
Powerful logistics and supply chain network: Problems of Corporate Governance: The
Alibaba's robust supply chain and logistics network corporation's governance structure has been
enable swift and efficient delivery of items through criticized for granting excessive authority to its
partnerships with other logistics companies. founder and partners, potentially leading to
potential shareholder conflicts of interest.
Opportunities Threats
Intense Competition: Alibaba faces intense
Management of Supply Chain and Logistics:
competition from e-commerce giants like [Link],
Alibaba's Cainiao Network has the potential to
Pinduoduo, Amazon, and international cloud
transform logistics both domestically and
computing giants like Google Cloud, Microsoft
internationally by increasing spending on supply
Azure, and Amazon Web Services, potentially
chain management and logistics.
impacting profit margins and market share.
Digital Media and Entertainment: Alibaba has the
Economic Situation: Alibaba's operations could be
potential to expand into the digital entertainment
negatively impacted by an economic downturn,
and media industry by leveraging its existing
especially in China, due to risks like COVID-19 and
customer base and technological capabilities.
trade conflicts between the US and China.
(Thestrategystory, n.d)
[Link]
2. Apply force field analysis to analyze both driving and resisting forces (M3)
3. Recommend change leadership approaches and models to change initiatives for given situations
(P6)
3.1. Model models to change initiative
3.1.1. Kurt Lewin’s change Model
According to Kurt Lewin's Force Field Theory, driving and restraining forces affect both individual and
collective behaviour, ultimately deciding the results of change. Primary obstacles to change initiatives,
restraining factors draw attention to possible opposition to change (Malik, 2022).
Change in Lewin’s Model
[Link]
For Alibaba: Kurt Lewin's change model provides a thorough method for changing practices. Refreezing is
the first phase, during which time all parties involved are briefed about the planned resolution and given
pointers on how to raise standards. Organizations will be deregistered if they don't change. The second stage
entails launching focused projects or solutions to guarantee ongoing expansion and enhanced CSR
reputation. There will be a notable rise in the quantity of devoted clientele. The last step is to incorporate
these modifications throughout the company and establish continuous improvement as standard practice at
Alibaba Group (Leelapanyalert et al., 2016).
[Link]
3.1.2. Eight steps model
A popular change management strategy that enables businesses to quickly accept and implement new
procedures, technology, and other organisational changes is Kotter's 8-Step Change Model (Jain, 2019).
Kotter’s 8-Step Change Model
[Link]
For Alibaba:
According to Kotter’s 8-Step Change Model, poor observation and implementation are the main reasons why
70% of organisational reforms fail. He offered eight guidelines for leading change in order to prevent failure
and asserts that the majority of businesses that adhere to these guidelines will prosper in the world of
constant change. Critics point to the model's shortcomings and inflexible methodology, among other things.
Alibaba Group owner Jack Ma is still a firm believer in his principles and is pushing for reform. Changes
require leaders, and having a clear vision for the transition may lower mistakes and raise an organization's
chances of success. Followers could find it difficult to make adjustments in the proper direction in the
absence of a clear vision (C ulctungseeyue, 2016).
[Link]
3.1.3. McKinsey’s 7 S model.
The McKinsey 7S Model is a concept for organisational performance that contends that success depends on
the alignment and reinforcement of seven internal components (Kenton, 2022).
[Link]
For Alibaba:
Style: Organisational culture, including work culture, informal networks, management style, leadership style,
and prevailing values and beliefs, is a unique and evolving aspect of an organization.
Structure: The organization's structure, including command chain, authority and responsibility distribution,
reporting relationships, activities, and coordination technique, is crucial for effective organizational
operations.
Staff: Recruitment, selection, career trajectories, job profile criteria, training, and promotions are all part of
the organization's human resource management, which guarantees a well-organized staff.
Skills: The skills analysis and planning process involves assessing Alibaba company's current competencies,
identifying new skills, teaching them, and determining if changes to procedures, systems, processes, and
technology are necessary to align with the workforce's abilities.
Systems: Systems encompass technology tools for streamlining operations, managing organizational
procedures, planning, budgeting, resource allocation, performance assessment, and management
information systems (MIS).
Strategy: Alibaba has succeeded in a cutthroat market. How it's defining and using its edge over competitors.
Share Values: Shared values provide employees a sense of purpose and are the fundamental ideas and
motivations behind an organization's existence. Examples of these include vision, mission, and values
(Alibaba, 2021).
[Link]
[Link]
3.2. Change leadership approaches
[Link] leadership
According to the principle of situational leadership, a leader's uniqueness lies in the conditions they manage.
Alibaba's management style has changed over time, becoming more dynamic and flexible as a result of its
success. Founder Jack Ma's early adoption of authoritarian management styles was a reflection of his own
beliefs and character. But as Alibaba grew, its leadership and co-management approach changed to
emphasise social demands and employee morale. In an effort to comprehend and apply best practices for
workers, managers, and customers, Ma established the Asian patriarchal management style. When Ma
employed deceptive methods to assign investors prominent positions and outsource to overseas markets,
this method worked well. Both clients and staff were drawn to this design, which helped them make wise
selections. In order to improve work satisfaction, Alibaba implemented a democratic management style that
gave consumers more decision-making authority. Alibaba's founder's personal experiences and the
company's growth have influenced its effective leadership and management style, which is connected to
Alibaba's success (Shen, et al., 2022).
Shen, Q., Heo, D. and Reis, D., 2022. EXPLORING ENTREPRENEURSHIP AMONG EMPLOYEES: A CASE STUDY
OF ALIBABA’S V-MATE PROJECT. The EUrASEANs: journal on global socio-economic dynamics, (6 (37)), pp.74-
85. [Link]
3.2.2. Transformational leadership
Alibaba's founder, Jack Ma, brought about change in the startup process by highlighting the significance of
opportunity and transformational leadership. Ma began as a tiny online retailer before seeing how
important it was to comprehend customer demands and leverage technology to support the expansion of
small enterprises. Without abandoning their customer base, they went business-to-business, but they also
understood that sustainable expansion was essential. Ma was aware that there would be obstacles to any
changes made to the Alibaba group, including eBay's rivalry and cultural differences. Ma and his group had
to adjust to the American organisational culture, which was different from Chinese institutions and values, in
order to overcome these obstacles. To sum up, Alibaba's transformation management played a critical role
in removing obstacles and guaranteeing the expansion and prosperity of the business (Eduzaurus, n.d).
[Link]
management-of-jack-ma/
3.3. Leadership change plan
Jack Ma, founder of Alibaba Company, is a leader who values understanding and fostering enduring
relationships with his team. He emphasizes the importance of understanding client expectations and
cultivating enduring interactions to ensure client happiness. Ma is also a social entrepreneur, founding
charitable organizations like the Jack Ma Foundation, which prioritizes public health, education, and the
environment. He advocates for leveraging achievement to improve others' lives and enhance their well-
being. Ma's global vision encourages cross-cultural collaboration, fostering increased creativity and
commercial success. He emphasizes lifelong learning and flexibility, promoting curiosity and an open mind.
While Ma's public remarks and behaviors may not apply to everyone, his ideas provide guidance for those
seeking achievement and personal development in a rapidly changing world (Hashimy, 2023).
In order to accomplish organizational objectives, the leader of Alibaba uses transactional leadership to make
agreements within the constraints of their current framework. One such leader is the investor, business
magnate, and philanthropist Ma Yun. Ma Yun's buyer-seller business model frequently lacks innovation and
strategic adjustments. However, Ma's problem-solving skills are limited to the environment in which they
operate, and he is renowned for his capacity to find solutions inside the constraints of the current
framework. Alibaba exemplifies the value of strategic thinking and problem-solving in transactional
leadership by using current issues to link suppliers and customers. Alibaba is an example of a transactional
leader (Ankamahadeva, 2021).
In the process of examining and applying several models, including the McKinsey 7S model, Lewin's model,
and the Eight Steps model. The business came to the conclusion that one of the biggest drawbacks was the
absence of employee involvement in decision-making. Because they could feel alienated or undervalued, this
could have a negative impact on employee motivation, engagement, and work satisfaction. Employees of the
Alibaba Company, for instance, could have personal views on matters of transportation or digital
transformation, but bosses disregard these views and carry on with business as usual since they solely trust
their own judgement. Conventional work might present the organisation with several challenges.
Unhappiness and disdain towards businesses and employees might result in strikes or subpar work.
The firm has suffered as a result of Alibaba's current leadership style, which has also caused the boss
psychological issues and stress. Alibaba should progressively implement a transactional leadership style in
order to grow the firm, motivating staff members with prizes and incentives. With less work for the boss,
staff members are able to concentrate on the overarching objectives of the organisation. Encouraging staff
members with benefits like trips with the family or prominent jobs can strengthen their desire for
professional development. Using the Eight Steps model, managers may boost staff morale and motivate
people to take part in decision-making inside the organisation. Alibaba may maintain employee dedication
and motivation to participate in business decision-making by emphasising equitable incentives and penalties
(Ankamahadeva, 2021).
STEPS FOR LEADING CHANGE
A corporation can develop via the process of change, letting go of the past and embracing the present. After
conducting a PEST and SWOT analysis, Alibaba concluded that, given its existing level of inventory supply,
logistics, and business performance, digital transformation will aid in the company's ability to address
management issues. Due to the significant risks and expenses involved in vehicle operation, the corporation
must embrace technology in order to manage and operate its fleet effectively. The business may employ
Koter's 8-step model, a top-down strategy that fits Alibaba's authoritarian leadership style, to successfully
execute digital transformation. Gaining support is emphasised in this approach, which offers defined phases
through the change process and is a critical prerequisite for the success of change projects. However, given
Alibaba's dictatorial management style, it could be challenging to match.
The author suggests that Alibaba integrate Kotter's and Lewin's eight-step change management approaches.
Time may be saved, and a substantial influence on transportation firm drivers can be obtained from the first
three phases of Kotter's model and the final two steps of Lewin's model. Decision-making and open
communication empower drivers and inspire them to make changes. Through training and assistance,
drivers see less resistance and a greater rate of adoption of new technology throughout the conversion
process. Reducing resistance and improving vehicle and schedule management are achieved by introducing
and incorporating changes gradually. Drivers benefit from the long-term endurance of the new software,
which is ensured through refreezing and anchoring modifications. Combining these two change models
enhances vehicle and schedule management while also lowering resistance and increasing driver
participation. A brief and simple-to-follow change guide is also necessary, particularly for ethnic minorities
who might not be aware of the company's financial status.
A. Create urgency
In order to meet competitive realities and explore new markets, it is imperative that areas such as
organisational structure and sales force organisation undergo urgent adjustments. Managers need to be
persuaded by leaders that attempts at change are less risky than the current situation. Companies may
optimise interest and expenses through digital transformation, as demonstrated by Alibaba Company. The
firm benefits from technology, and after undergoing a digital transformation, it may broaden its operation
to include commodities transportation and technology, as well as improve the quality of its products.
B. Create a strong guiding alliance
By bringing together a group of individuals, including executives, to support the company's change process,
Alibaba's CEO has to create a feeling of immediate necessity. The change must be carefully considered and
well understood by the group in order to ensure alignment with the company's goals. New management
often spearheads change efforts, but their faith in the organisation is not as great as that of long-term
workers. To build a powerful steering coalition, the incoming leaders must make use of the experience and
abilities of present managers by integrating them into change management programmes. This will help to
build a solid coalition based on the workforce's trust and recognition of the gravity of the problem. This will
contribute to the formation of a strong coalition with the trust of the workforce and an understanding of the
seriousness of the issue. The ranks and file will feel more positively about change initiatives if the team can
articulate the underlying causes, justifications, and results of the change.
C. Create Vision
"We aim to build the future infrastructure of commerce" is Alibaba's vision statement, which will make it
easier for staff members to comprehend and care about the company's transition. The most important
responsibility of the leader spearheading the change initiatives is formulating and articulating a vision that
can garner support from staff members across the board. In addition to discussing overarching goals, the
vision statement ought to highlight how even little adjustments may contribute to the organization's overall
progress.
D. Change
Many businesses have an obvious objective, but they often find it difficult to convey it to their
staff. Alibaba is adopting Google applications and meetings to communicate in order to solve this. Effective
communication requires frequent meetings and regular lines of communication. utilizing digital
transformation to regulate cars and schedules, such utilizing an app, is essential to making sure everyone is
aware of the significance of the shift. To make sure that everyone is aware of the change, management and
staff training sessions are arranged. Employees may be motivated to undertake change initiatives by short-
term successes, and management should set up a structure to compile enhancements and expand on
current initiatives.
E. Refreeze
To successfully implement a corporate culture change, Alibaba must first introduce employees to new
methods and behaviors that increase output, such as using technology to manage facilities or reduce errors.
There needs to be enough time for the next generation of leaders to accept this transition and for new
employees to become familiar with the use of technology in the workplace. CEOs and business leaders
should commit to institutionalizing procedures and changes, encouraging continuous change, and
emphasizing the connection between new behaviors and company success. Structure, leadership and
implementation plans need to be developed by the organization's management in accordance with the new
strategy.
Ankamahadeva, S., 2021. An Assessment of the Role of Leadership in Adopting Advanced Technological
Systems in an Organisation (Doctoral dissertation, Dublin, National College of
Ireland).[Link]
Hashimy, S.Q., Jahromi, A., Hamza, M., Naaz, I., Nyamwero, N.B. and Basavarajappa, H.T., 2023. Nurturing
Leadership and Capacity Building for Success: Empowering Growth. International Journal of Rehabilitation
and Special Education, 3(2), pp.1-14.
[Link]
370670924_Nurturing_Leadership_and_Capacity_Building_for_Success_Empowering_Growth/links/
645cec6cf43b8a29ba44d0e2/Nurturing-Leadership-and-Capacity-Building-for-Success-Empowering-
[Link]
[Link]
[Link]
4. Recommend change leadership approaches and models to change initiatives for given situations
(M4)
5. Critically analyse different leadership approaches and models in relation to the drivers and
resisting forces (D2)
III. CONCLUSION
IV. REFERENCES
Alibaba (n.d.). Alibaba Group · 阿 里 巴 巴 集 团 · 阿 里 巴 巴 集 團 . [online] Available at:
[Link]