Why did Alibaba make Didi s Cheng Wei?

Jack Ma is poor at math, but he feels good about numbers. Ali's earliest efficiency indicators,It was determined by Jack Ma himself. Ali has a well-known iron army called China for the Iron Army, which means that it is a Chinese first-class businessman, and it is a sales team that does ground promotion.

From this team, there are Cheng Wei of Didi, Gan Jiawei, former COO of Meituan, former CEOMICHAEL, Zhang Qiang, president of Qunar and others.

Ma Yun's first target for China Iron Army at that time was that one person should reach 1 million in sales a yearThere is no limit to the number of people, but each additional person increases sales by 1 million per year. The net profit margin brought by this product to Alibaba Group is about 25%-30%, which means that a person earns 250,000 to 300,000 yuan a year for the company. Therefore, at that time, the ground promotion team of 5,000 people corresponded to a turnover of 5 billion yuan and a profit of 1.25 billion yuan.

This is like the human efficiency of Internet companies, and human efficiency is the key to supplying the iron army. A very important reason for the success of these CEOs and founders trained by the China Iron Army is to firmly grasp the efficiency indicators. Why did Didi and Meituan survive?

When he created **, Ma Yun set another target for **, one person should complete an average of 100 million transactions in one year, and the number of people is not limited again. At that time, the conversion rate of ** was 2%, so the transaction volume of 100 million yuan, about 2 million per capita income, ** per capita profit was higher than that of China Iron Army. An Internet company is not a real Internet company if it does not have a profit contribution of $100,000 per capita.

Behind the big and fast is efficiency, and one of the most important indicators of efficiency is human efficiency, that is, personal efficiency. So how to improve human efficiency? You can start from these three steps:

Shrink combat units, build trust, and build corporate culture. Like Alibaba, everyone can come to the company with different personal dreamsBut at Ali, we are a team, and there are still some basic bottom lines to keep, which is training beyond ability。Ali attaches great importance to the first class of new employees, and the first class of all new employees is taught by Ma Yun himself, which has been insisted on until 2006.

I took it over in 2006 and talked about it until 2011. <>

The first lesson for new employees has to be taught by the founder, which must not be about skills, but about why our team exists. What are the rules of the game for doing things internally and externally? This kind of training must be beyond competence, but it is very important.

To sum up, corporate culture does two things, when the days are good, it brings trust, makes the company simple and efficient, and when the company is about to fail, it can carry it.

It was because Alibaba that he acquired Didi, so it was able to achieve him.

He's developed his stuff better through Alibaba, so to put it this way.

Because Alibaba has already invested in Didi, it is said that it has achieved Didi.

Because he used to work in Alibaba, he has work experience and does a good job.

Because Cheng Wei used to stay in JD.com, and he learned a lot because of it.

Because Alibaba has relatively strong financial strength and better technology.

The Internet does not need to pursue efficiency, but traditional enterprises pursue efficiency. In fact, on the contrary, the biggest role of the Internet is to improve efficiency.

Alibaba can provide him with funds, and it is not easy to have a lot of resources.

Because he may have learned a lot of things in Alibaba, so he has today's achievements.

Speaking of Didi, I believe everyone will be familiar with it, and now Didi is also on the cusp, speaking of Didi, many netizens are also curious about whether Didi is Ma Yun's or Ma Huateng's, in fact, Didi's CEO is Cheng Wei.

He has been with Alibaba Group for eight years and has successful management experience in regional operations and Alipay's B2C business. In 2012, 29-year-old Cheng Wei founded Xiaoju Technology and launched Didi Taxi, a mobile ride-hailing app in Zhongguancun, Beijing.

Regarding Didi, it is undeniable that Didi does occupy a pivotal position in the global mobility field.

For example, Cheng Wei recently mentioned the details of the battle with Uber that year, Cheng Wei said: Time back to 2015, when it was the time point of Didi and Uber incentive competition, Cheng Wei felt a huge crisis.

As a result, the idea of constantly returning to zero made Cheng Wei put forward the decision to "remove subsidies". In Cheng Wei's view, relying on capital for subsidies can put pressure on opponents, but you still have to face users in the future.

If there is no better product, users will not be able to enjoy high-quality travel services in the end, and users will still not become your users.

In fact, Cheng Wei also followed this belief and put forward the idea of "removing subsidies". In the program "Ten Years and Twenty People", Cheng Wei talked about the subsidy war that year, and he believed that it was more determined by the industry at that time.

After a collision with Wang Gang, who also came to start a business from Ali, Cheng Wei decided to do Didi. There are three reasons for this:

First, it is difficult to take a taxi in China, which is the mainstream rigid demand of the public;

Second, there is a similar model abroad, and the British taxi app Hailo has just received financing, and the direction seems to be feasible;

Third, with the advent of the mobile Internet, the attribute of mobile phone positioning distance has become more and more important.

In the end, Wang Gang invested 700,000 yuan and Cheng Wei invested 100,000 yuan. With the 800,000, Cheng Wei went from Hangzhou to Beijing to found Didi.

When Cheng Wei founded Didi, most of his friends were against it, saying that it was unreliable, because at that time, most drivers didn't even have smartphones, let alone taxi software. However, Cheng Wei believes that it is when the market foundation is immature that there is an opportunity, and when the market is mature, there will be no opportunity for you.