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We're in China today because I believe in one thing: global vision, local win. We designed the business model ourselves. Our focus is on helping small and medium-size companies make money. We never copied a model from the U.S., like a lot of Chinese Internet entrepreneurs did. We focused on product quality. It has to be "click and get it." If I can't get it, then it's rubbish.
如今，我們的“根據地”仍然在中國。這是因為我始終秉承“全球的眼光，當地制勝”這一戰略。我們創造了屬于自己的商業模式。我們專注于幫助中小企業盈利，從來不像有些中國的因特網企業家那樣去復制美國企業的模式。我們注重產品的質量，一切都應該是到這一點，那么我們的商業模式就是垃圾。
I call Alibaba "1001 mistakes." We expanded too fast, and then in the dotcom bubble, we had to have layoffs. By 2002, we had only enough cash to survive for 18 months. We had a lot of free members using our site, and we didn't know how we'd make money. So we developed a product for China exporters to meet buyers in the U.S. online. This model saved us. Each year we improved. Today, Alibaba is very Profitable.
我把阿里巴巴叫做“一千零一個錯誤”。我們的規模發展得太快，于是在網絡泡沫時代，我們不得不去面對發展停滯的狀態。到了2002年，我們所擁有的資金僅夠公司維持18個月的時間。那時有許多客戶還在無償地使用我們的網頁，可我們就是不知道如何從中賺到錢。于是我們為中國的出口商開發了一個產品，使得他們能夠在網上接觸到美國的購買商。這個商業模式挽救了我們。公司的狀況每年都有改善。如今，阿里巴巴是很贏利的。
The lessons I learned from the dark days at Alibaba are that you've got to make your team have value, innovation, and vision. Also, if you don't give up, you still have a chance.
阿里巴巴所經歷的“冬天”使我學到，你必須使你的團隊擁有價值、創新能力和遠見。此外，如果你不放棄，你仍然會有機會的。
