中国巨人阿里巴巴准备成为下一个谷歌

当阿里巴巴上市后周五，在什么被广泛预计将成为最大的IPO不断，你会听到同样的问题，一遍又一遍：请问中国电子商务巨头进军美国，并与亚马逊竞争？
但是，这个问题得到阿里巴巴都错了。是的，它卖的东西在网上，但阿里巴巴是很自己的野兽。阿里巴巴和美国科技巨头 - 从之间绘制亚马逊谷歌和Parallels微软势必打破。比较的唯一真正的问题是，阿里巴巴有望成为就像巨大的，因为它们。
甚至更大。毕竟，不像亚马逊，阿里巴巴做了很多钱。
要理解阿里巴巴的成功，与它的潜力，你必须考虑一切阿里巴巴做，这是不容易凝结成这种快速的节奏。最近的Forrester研究报告中呼吁阿里巴巴“世界上最大的数字生态系统。”这样的描述听起来可能行话-Y和模糊的，但它提供了一个非常好的迹象的蔓生操作。
如果阿里巴巴可以重新创建它在中国取得了在世界其他地方的成功，其潜在影响是巨大的。
在消费者方面，阿里巴巴淘宝运营，这很像eBay和淘宝商城，其品牌，如苹果和优衣库的使用，接触，估计3.02亿网上购物者在中国。它运行全球速卖通，网站向中国境外连接消费者与出口国，并有一批购物网站，Jujuasuan。其旗舰网站Alibaba.com，处理批发业务对企业的电子商务，一个巨大的市场，无论是亚马逊也尚未易趣网上占主导地位。它具有体积小企业对小企业的市场，1688.com。它提供云计算在亚马逊网络服务的方式。
阿里巴巴还依赖于在线支付巨头支付宝，也就是现在大于PayPal和用于购买产品的整个阿里巴巴的网站。阿里巴巴没有自己的支付宝彻底的，这意味着它不会被包括在首次公开招股。但连接显示究竟有多少角落阿里巴巴的品牌延伸到。它的投资通讯，在线视频，以及骑，欢呼服务Lyft。假设阿里巴巴可以在中国在世界上复制其统治地位，甚至一小部分其他地区，其潜在影响是巨大的。
“我们不是一家公司来自中国，”阿里巴巴创始人兼首席执行官马云告诉潜在投资者，根据彭博。“我们是一家互联网公司，恰好是在中国。”
阿里巴巴甚至有自行车停车场，硅谷的主食。
阿里巴巴甚至有自行车停车场，硅谷的主食。 Leighklotz | CC BYND

利润电源

但是，不要只相信花言巧语。相信号。
在整个阿里巴巴的消费市场中销售总额为296十亿在过去的一年中，该公司报告在八月底。相比之下，易趣在2013年出售了价值76.5十亿的商品，只有大约$ 5十亿多比阿里巴巴在移动设备上单独出售。比较与亚马逊的麻烦，该公司报告略低于74.5 $十亿去年营收，但这一数字并不包括第三方商品的大规模量在网站上销售的价值，并经常派出了亚马逊的仓库。
但无论具体数字，阿里巴巴做大量的业务并与亚马逊，它的业务更有效。不同于亚马逊，阿里巴巴并不拥有自己的库存。交易市场办理出售，而不是自己的东西。即使是阿里巴巴的物流运作中存在协调交货，而不是让他们。
多的钱，但是，最有潜力的资源，把阿里巴巴在同一基础上为谷歌，亚马逊，还是FACEBOOK的数据。
通过保持其开销主要是数字，阿里巴巴已经成功地实现了另一个层面的利润率从那些即使是最出色的硅谷公司，要少得多，目前尚未上市的任何公司。在最近的财年，阿里巴巴的净利润率，净利润除以收入是大于44％，即不断攀升，在过去几年中的人物。“这是很了不起的，因为公司大，”布赖恩·汉密尔顿，金融数据交换中心的创始人之一说Sageworks。
亚马逊的净利润率在2013年，经过比较，不到1％。在谷歌和苹果去年的净利润率，同时，徘徊在略高于20％。
需要明确的是，阿里巴巴是不是把在附近的任何地方现金巨量任何这些公司，至少目前还没有。其最近报告的年收入总额稍低于$ 8.5十亿，年净利润仅高于$ 3.7十亿。而在美国阿里巴巴的未来潜在的竞争对手都报告了，因为他们多少钱倒入增长，无论是在谷歌的很多并购，亚马逊的许多仓库，还是苹果庞大的供应链的形式，部分小的利润。越来越大的比最大化更重要的是，这些公司的利润，但苹果和谷歌有足够的那些了。
由于这些公司的股价已经表明，华尔街这一做法没有问题。尽管其IPO周围的热情，投资者可能没有耐心随着时间的推移，如果阿里巴巴不还积极地度过它与一个明确的目标朝着一个更大的未来的钱。如果其IPO来到附近十亿的近22美元它的预期产生的任何地方，阿里巴巴将有更多的花费比以往任何时候。

数据驱动

多的钱，但是，最有潜力的资源，把阿里巴巴在同一基础上为谷歌，亚马逊，还是Facebook的数据。电子商务在整个阿里巴巴的许多移动平台的绝对数量意味着该公司可能拥有的消费行为中最大的消费市场的行星市场，其消费能力持续增长的最全面，最详细的图片。
根据Forrester的分析，中国网络企业往往从他们的美国同行在他们的全面性不同。尽管亚马逊主要以购物和谷歌与搜索相关的，尽管他们的许多其他企业，阿里巴巴在中国的主要竞争对手瞄准自己影射到客户的线上和线下的生活尽可能多的方面。
“有了很大的深度和洞察消费者行为的广度，阿里巴巴将能够组装它的消费者非常详细的资料 - 这将使它成为更聪明，卖远，”Forrester分析师布莱恩·王写道。
许多问题还是狗的阿里巴巴，其中质疑公司治理，中国的不确定的监管环境，以及与其他中国互联网巨头的竞争。但在阿里巴巴的青睐是深度和数据的广度是把它在同一个联盟为美国的最大的技术平台。该公司在中国以外市场设计的具体细节尚不清楚。它会采取阿里巴巴十年来蚕食在谷歌或亚马逊对他们主宰市场的抓地力。即便如此，他们需要警惕。企业已建成的，即企业批量地生产出利润，并创造一些顶上的基础上更大的潜力，阿里巴巴可以合理地设置它的竞争力着眼于任何高科技公司在世界上。

Chinese Giant Alibaba Is Ready to Become the Next Google

    • When Alibaba goes public Friday, in what is widely expected to be the largest IPO ever, you’ll hear the same question over and over: Will the Chinese e-commerce giant expand into the U.S. and compete with Amazon?
  • But that question gets Alibaba all wrong. Yes, it sells stuff online, but Alibaba is very much its own beast. Parallels drawn between Alibaba and U.S. tech giants—from Amazon to Google to Microsoft—are bound to break down. The only real point of comparison is that Alibaba is poised to become just as giant as they are.
    Or even bigger. After all, unlike Amazon, Alibaba makes a lot of money.
    To understand Alibaba’s success—and its potential—you have to account for everything Alibaba does, which is not easy to condense into an elevator pitch. A recent Forrester Research report called Alibaba “the world’s biggest digital ecosystem.” That description may sound jargon-y and vague, but it provides a pretty good indication its sprawling operation.
    IF ALIBABA CAN RECREATE THE SUCCESS IT’S ACHIEVED IN CHINA IN OTHER PARTS OF THE WORLD, ITS POTENTIAL REACH IS VAST.
    On the consumer side, Alibaba operates Taobao, which works much like eBay, and Tmall, which brands like Apple and Uniqlo use to reach out to an estimated 302 million online shoppers in China. It runs AliExpress, a site to connect consumers outside China with exporters, and a group shopping site, Jujuasuan. Its flagship site, Alibaba.com, handles wholesale business-to-business commerce, a huge market that neither Amazon nor eBay yet dominates online. It has a small business-to-small business marketplace, 1688.com. And it offers cloud computing in the style of Amazon Web Services.
    Alibaba is also tied to online payments giant Alipay, which is now bigger than PayPal and is used for buying products across Alibaba’s sites. Alibaba doesn’t own Alipay outright, which means it won’t be included in the IPO. But the connection shows just how many corners the Alibaba brand extends into. It has investments in messaging, online video, and ride-hailing service Lyft. Assuming Alibaba can replicate even a fraction of its dominance in China elsewhere in the world, its potential reach is enormous.
    “We are not a company from China,” Alibaba founder and CEO Jack Ma told potential investors, according to Bloomberg. “We are an Internet company that happens to be in China.”
    Alibaba even has bicycle parking, a Silicon Valley staple.
    Alibaba even has bicycle parking, a Silicon Valley staple. Leighklotz | CC BY­ND

    The Power of Profits

    But don’t just believe the rhetoric. Believe the numbers.
    Sales across Alibaba’s consumer marketplaces totaled $296 billion over the past year, the company reported at the end of August. By comparison, eBay in 2013 sold $76.5 billion in merchandise, only about $5 billion more than Alibaba sold on mobile devices alone. Comparisons with Amazon are trickier—the company reported just under $74.5 billion in revenue last year, but that figure does not include the value of the massive volume of third-party merchandise sold on the site, and often sent out of Amazon’s warehouses.
    But whatever the precise figure, Alibaba does a huge amount of business—and compared to Amazon, it does business much more efficiently. Unlike Amazon, Alibaba doesn’t own its own inventory. Its marketplaces handle the selling, not the stuff itself. Even Alibaba’s logistics operation exists to coordinate deliveries, not to make them.
    MORE THAN MONEY, HOWEVER, THE RESOURCE WITH THE MOST POTENTIAL TO PUT ALIBABA ON THE SAME FOOTING AS A GOOGLE, AMAZON, OR FACEBOOK IS ITS DATA.
    By keeping its overhead mainly digital, Alibaba has managed to achieve profit margins in another dimension from those of even the most exceptional Silicon Valley companies—much less any company that has yet to go public. In its most recent fiscal year, Alibaba’s net profit margin—net profits divided by revenue—was greater than 44 percent, a figure that has climbed steadily over the past few years. “That is extraordinary for a company that large,” says Brian Hamilton, co-founder of financial data clearinghouse Sageworks.
    Amazon’s net profit margin in 2013, by comparison, was less than 1 percent. Net margins at Google and Apple last year, meanwhile, hovered at just above 20 percent.
    To be clear, Alibaba isn’t bringing in anywhere near the sheer amount of cash as any of these companies, at least not yet. Its most recently reported annual revenue totaled a little under $8.5 billion, and annual net profit just above $3.7 billion. And Alibaba’s potential future competitors in the U.S. are reporting smaller margins in part because of how much money they pour into growth, whether in the form of Google’s many acquisitions, Amazon’s many warehouses, or Apple’s vast supply chain. Getting big is more important to these companies than maximizing profits—though Apple and Google have plenty of those, too.
    As the share prices of those companies have shown, Wall Street has no problem with that approach. Despite the enthusiasm surrounding its IPO, investors could grow impatient over time if Alibaba doesn’t also aggressively spend the money it makes with a clear vision toward a bigger future. And if its IPO comes anywhere near the almost $22 billion it’s expected to generate, Alibaba will have more to spend than ever.

    Data Driven

    More than money, however, the resource with the most potential to put Alibaba on the same footing as a Google, Amazon, or Facebook is its data. The sheer volume of commerce moving across Alibaba’s many platforms means the company likely has the most comprehensive and most detailed picture of consumer behavior in the largest consumer market on the planet—a market whose spending power continues to grow.
    According to Forrester’s analysis, Chinese online companies tend to differ from their U.S. counterparts in their comprehensiveness. While Amazon is mainly associated with shopping and Google with search, despite their many other ventures, Alibaba and its primary competitors in China aim to insinuate themselves into as many aspects of customers’ online and offline lives as possible.
    “With great depth and breadth of visibility into consumer behavior, Alibaba will be able to assemble a highly detailed profile of its consumers — which will allow it to become much smarter and sell far more,” Forrester analyst Brian Wang writes.
    Many questions still dog Alibaba, among them doubts about corporate governance, China’s uncertain regulatory environment, and competition from other Chinese internet behemoths. But in Alibaba’s favor is that depth and breadth of data that puts it in the same league as the biggest U.S.-based tech platforms. The specifics of the company’s designs on markets beyond China are not yet clear. And it would take Alibaba years to chip away at the grip a Google or an Amazon has on the markets they dominate. Even so, they need to be wary. Between the business it has built, the profits that business churns out, and the potential to create something much greater atop that foundation, Alibaba could reasonably set its competitive sights on any tech company in the world.BY MARCUS WOHLSEN

What Makes Enterprise SEO And Does Your Site Need It?

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Most businesspeople have a good idea what an enterprise company is: either a Fortune 1000 or Global 2000 company (basically, a really big corporation). But what makes an enterprise website – i.e., a site that will benefit from enterprise SEO?
When it comes to enterprise SEO, it’s less about the size of the company and more about the number of pages, especially products or services. If your website has 1,000 or more products, it may be an enterprise site.
Take T-Mobile, for example. In its mobile phones and tablet support section, Bing indexes 34.4k pages and Google indexes 41.7k pages. It has specific product pages for every device the company supports.
t-mobile phones
T-Mobile is a classic example – it’s the number of pages that makes this an enterprise website, not the size of the business.
A Fortune 1000 company can have a small website. Express Scripts Holding has 681 indexed pages. Berkshire Hathaway has 796 indexed pages. These are medium-sized websites, and lots of their pages consist of press releases or financial reports. While these smaller sites may benefit from enterprise SEO techniques, a lot of SEO practitioners and webmasters would hesitate to call them enterprise sites.
The opposite is true, too: yours does not have to be a big company to have an enterprise website. I think everyone can agree that Wikipedia, Search Engine Land and Ars Technica are enterprise sites based on the sheer amount of content.
Authority is another divider between enterprise and non-enterprise sites, at least for the sake of SEO. Websites with lots of external links and other authority factors will have more PageRank to pass to deep pages. Popular sites may benefit from Google’s supposed brand bias as well.
By contrast, there are a lot of online stores with 1,000 products but just 300 links. The actual number of pages vs. links doesn’t matter. It’s lots of pages, but few links and little authority.
Websites like this exceed their ranking strength. They are unlikely to possess enough authority to rank deep pages, except for low-traffic and specific long-tail queries. Without sufficient juice, these deep pages may not get indexed and deep crawls will be few and far between.

Hallmarks Of Enterprise SEO

There are four hallmarks to enterprise SEO:
  1. Keyword Selection
  2. Automated rules
  3. Optimized Templates
  4. Fastidious Data Entry

1. Keyword Selection

Like all SEO, enterprise SEO begins with smart keyword selection. The emphasis should be on selecting high- and medium-tail keywords that make good categories and subcategories, and can be combined with other words to make long tail queries.
See if you can discern the keyword and title tag pattern I’ve created:
Phones, Tablets & Devices
  • Android Phones, Tablets & Devices
    • Samsung – Android Phones, Tablets & Devices
      • Samsung Galaxy  – Android Phones, Tablets & Devices
        • Samsung Galaxy S5 – Android Phones, Tablets & Devices
        • Samsung Galaxy S4 – Android Phones, Tablets & Devices
        • Samsung Galaxy S3 – Android Phones, Tablets & Devices
    • HTC - Android Phones, Tablets & Devices
      • HTC Amaze 4G – Android Phones, Tablets & Devices
      • HTC Flyer – Android Phones, Tablets & Devices
      • HTC One – Android Phones, Tablets & Devices
  • Apple iOS Phones, Tablets & Devices
    • iPhone – Apple iOS Phones, Tablets & Devices
      • iPhone 5 – Apple iOS Phones, Tablets & Devices
      • iPhone 5S – Apple iOS Phones, Tablets & Devices
      • iPhone 5C – Apple iOS Phones, Tablets & Devices
      • iPhone 4 – Apple iOS Phones, Tablets & Devices
      • iPhone 4S – iOS Apple Phones, Tablets & Devices
    • iPad – Apple iOS Phones, Tablets & Devices
      • iPad Air – Apple iOS Phones, Tablets & Devices
      • iPad Mini – Apple iOS Phones, Tablets & Devices
      • iPad Mini with Retina Display – Apple iOS Phones, Tablets & Devices
In the example above, Phones, Tablets & Devices is the main keyword phrase, and so it appears at the end of each title tag.
From there, I chose to organize the pages according to the following hierarchy: operating system > brand > product line > individual product
Note that not every item in that hierarchy is applicable in every case. For example, the iOS operating system is used only by one brand (Apple), so those two levels in the hierarchy can be combined into one:
  • operating system/brand (Apple iOS)
    • product line (iPhone or iPad)
      • individual product (various models of iPhone and iPad)
Similarly, none of the HTC products listed above share a common product line, so that level in the hierarchy is not necessary. The Samsung section is the only one where all 4 elements of the hierarchy apply.
Importantly, at the deepest level within each group, I create a page for each specific product.
Notice how each page title incorporates the keywords from the pages one level up. This logical progression generates long-tail queries.

2. Automated Rules

The title tag naming conventions outlined above represents a set of rules. Good enterprise content management systems let you create rules that set up pages and load them with content. Imagine receiving a spreadsheet or database with 5,000 products. Do you want to set up these pages one by one? Can you? What if you have to have the pages up in a day?
The rules have to be flexible. With Galaxy, I went from Android to Samsung to Galaxy to the phones. With Apple, I went from Apple to the device type to the phones and tablets. Not every set of products will break down the same way.
At the very least, automation should create the URLs, title tags, H1 tags, breadcrumb navigation links, and canonical tags.

3. Optimized Templates

Templates are pages of code that contain your HTML, Javascript and CSS. (Hopefully, the Javascript and CSS are mostly in external files.) Think of these as blueprints for each type of page. They contain hooks, little code snippets. When the content management system sees a hook, it grabs the right content for the page from a database.
A template will have all the proper tags (meta description, image alt, machine readable markup) so you do not have to optimize one page at a time. Anyone who administers WordPress or a blog will be familiar with this.
At the enterprise SEO level, templates need a bit of intelligence. The last thing anyone wants is a webpage with holes in the text created by empty database fields. This means they have to recognize when data is not present and adjust accordingly. They also have to be flexible enough to handle variations, like different numbers of images on different pages.
Templates also guide design. This is what can make your pages responsive so they load and look good on any screen or device.

4. Fastidious Data Entry

The best automation and templates are useless without good content. Somewhere along the line, someone has to type everything that goes into the database. Selection of categories and subcategories must be consistent.
A major mistake lots of enterprise sites make, especially ones that receive content and data from suppliers, is to use the stock text.
First, you have to make certain what you receive will work with the categories you set-up and your automation rules.
Second, if you get stock text from a supplier, so will everyone else who uses the same supplier. It’s very likely your website will have the same text as other sites unless you rewrite everything. In an Internet filled with duplicate text, rewriting everything may be the thing that gets your site on the top pages.

Final Thoughts

Performing SEO for a website with hundreds or even thousands of products is no easy task, even with proper automation and optimized templates in place. Even if you aren’t a Fortune 1000 company, you may be in need enterprise SEO if your site is large enough.

ABOUT THE AUTHOR>Thomas Schmitz is a longtime Internet marketing analyst and consultant specializing in inbound marketing, social media and SEO. He enjoys helping enterprise brands organize their Web presence and grow search engine and referral traffic.