asterisk2a + alibaba   35

Alibaba Is the Canary in China's Coal Mine - Bloomberg View
It turns out investors were right about Alibaba: No company is more on the front lines of China's economic shifts than Jack Ma's juggernaut. And that's just where the problems begin. [...] After months of putting the entire weight of the government behind saving the market, Beijing appears to have given up. The fallout from that realization will have unpredictable effects on 1.3 billion people indoctrinated to believe Beijing can control any crisis or narrative. As markets swoon and gross domestic product slides, consumers are delaying nonessential purchases. [...] Mass austerity has only just begun. [...] it would be interesting to see how the government responds to "large and widespread investment losses that could lead to a notable negative wealth effect which could weaken consumption, as well as grievances against the authorities." [...] Macau's GDP -26.4% last quarter [...] Chinese gamblers stayed home. [...] Ma created a better quarterly GDP report than Beijing.
Alibaba  China  Jack  Ma  2015  credit  bubble  PBOC  equity  bubble  asset  bubble  property  bubble  speculative  bubbles  speculative  hunt  for  yield  speculation  Yuan  RMB  devaluation  distortion  QE  ZIRP  NIRP  margin  trading  leverage  discretionary  spending  Call  Taper  Fed  BOE  balance  sheet  recession  underwater  market  intervention  bond  bubble  unknown  unkown  unintended  consequences  hubris  irrational  exuberance  western  world  faultlines  Structural  Impediments  imbalance  savings  glut  correlation  excess  reserves  banking  crisis  shadow  banking  investment  banking  New  Normal  fractional  reserve  banking  banking  BIS  centralbanks  monetary  policy  fiscal  policy  short-term  1%  Super  Rich  Privileged  Establishment  Toff  bank  bailout 
september 2015 by asterisk2a
SoftBank President's investing advice - YouTube
playbooks different in Asia ... than in western world. lots of different barriers and execution problems. local entrepreneurs will give a good run/fight for their money - uber/airbnb ...trying to crack asia. // & &
SoftBank  Nikesh  Arora  growth  round  Snapdeal  Silicon  Valley  AirBnB  Uber  China  Asia  GrabTaxi  Rocket  Internet  Coupang  Alibaba  India  Flipkart 
august 2015 by asterisk2a
Amazon's Culture: Toxic or Just Tough? by The Jay & Farhad Show
Hello! This week, Farhad Manjoo (New York Times) and Jay Yarow (Business Insider) are joined by special guest Jodi Kantor (New York Times) to discuss her polarizing article about Amazon's culture. // // how technology functions in the workplace - efficiency, quantified self << the feedback tool you can always use, what ever your state of emotion, gripe, stick, bias, prejudice, ... feudal Darwinism creeps into knowledge worker, white-collar and blue-collar workers, MBA's and PhD's. [...] contributes to gender inequality (women with the back on their wall, leave or get started and forget about family & kids, life.) [...] brutal years are NOT Tour of Duty - Reid Hoffman The Alliance. // PS: Reed Hastings (Netflix) Culture document transpires that it is expected to contribute, even if it doesn't spell it out. Netflix also had to fight and overcome as much as Amazon! Proves again that internal & external environment a company finds itself affects its values & culture inevitable [Thesis].
Amazon  corporate  culture  corporate  values  HR  human  resources  ethical  machine  Silicon  Valley  quantified  self  marketplace  efficiencies  workplace  beyond  workplace  drama  work  environment  chronic  stress  Office  Politics  worklife  well  being  happiness  index  crony  capitalism  capitalism  profit  maximisation  shareholder  value  work  life  balance  performance  review  Jeff  Bezos  people  management  team  management  gender  inequality  book  Netflix  Reid  Hoffman  Reed  Hastings  linkedin  The  Alliance  Start-up  of  You  competitive  competition  competitiveness  Alibaba  Google  Facebook  China  Japan  culture  society  peer  pressure  sustainability  sustainable  lesson  advice  war  for  talent  benefits  perks  4-day  work  week  glass  ceiling  glass  cliff  diversity  human  capital  workforce  hiring  recruiting  recruitment  personal  values  Leadership  CEO  business  management  management 
august 2015 by asterisk2a
Snowden documents show spy agencies exploiting issues with China’s most popular browser | PandoDaily
New reports from CBC News and the Intercept show that intelligence agencies in Canada, the United States, Australia, the United Kingdom, and New Zealand exploited vulnerabilities in Alibaba’s UC Browser to surveil 500 million people. The agencies also planned to use various app stores to distribute their spyware. The reports indicate that UC Browser offered up all kinds of information about its users. This is notable because it’s the most popular Web browser in China and has an estimated 500 million users, making it a valuable target for spying. The problems are said to be limited to the Android version of the Web browser.
Five  Eyes  NSA  Alibaba  Edward  Snowden  War  on  Terror  surveillance  state  Orwellian  False  Flag  GCHQ  Intelligence  Agency  Foreign  Intelligence  cyber  encryption  cryptography  Cryptopocalypse  Internet  Privacy  Privacy  human  rights  presidency  barackobama  corporate  espionage  industrial  espionage  cyber  espionage  cyber  attack 
may 2015 by asterisk2a
Yahoo to Spin Off Its Stake in Alibaba -
Marissa Mayer said on Tuesday that the Internet company would spin off its 15.4 percent stake in Alibaba, China’s leading e-commerce company, into a separate company. The decision, which Wall Street has been waiting for since Ms. Mayer joined the company in 2012, cheered shareholders because they will directly reap all the remaining profit from Yahoo’s prescient investment, which cost almost nothing a decade ago but is now worth about $39.5 billion. In the process, Yahoo will avoid any taxes on the transaction but will be stripped of its single most valuable asset. The Alibaba stake alone now makes up nearly 85 percent of Yahoo’s market value. - via
Yahoo!  Alibaba  Wall  Street  Wall  Street  activists  shareholder  value  profit  maximisation  short-term  thinking  short-term  view 
january 2015 by asterisk2a
Amazon: Warum Jeff Bezos Milliarden-Verluste kalt lassen - SPIEGEL ONLINE
Die Management-Grundsätze Bezos' sind kein Geheimnis. Als er seine Unternehmensgründung 1997 an die Börse brachte, schrieb er einen Brief an Investoren, in dem er seine Strategie kurz und bündig darlegte und den er seitdem jedem neuen Geschäftsbericht beilegt. Darin findet sich der zentrale Grundsatz, nachhaltig und langfristig zu investieren - also nicht wegen kurzfristiger Gewinne oder um den Aktienkurs zu befeuern. Ein Kernsatz in dem Brief lautet: "Wir werden anstatt ängstlicher mutige Investitionsentscheidungen treffen, wo immer wir es als ausreichend wahrscheinlich einschätzen, Marktführer zu werden. Einige werden sich auszahlen, andere nicht. Dazugelernt haben werden wir in jedem Fall." Gleich darauf folgt die Klarstellung, dass Bezos künftige Cashflows wichtiger sind als Gewinne der Gegenwart.
Amazon  Jeff  Bezos  ROI  cash  flow  Start-Up  lesson  Start-Up  advice  growth  round  growth  hacker  growth  hacking  investment  business  investment  Marktanteile  customer  acquisition  customer  retention  user  churn  user  acquisition  short-term  thinking  short-term  view  long-term  thinking  long-term  view  Wall  Street  oligopoly  oligopol  profit  maximisation  AWS  Wall-Mart  Google  Microsoft  Alibaba  Rakuten 
december 2014 by asterisk2a
Sure Stripe has more cash, but does it have a path to exit? | PandoDaily
The problem with raising capital at nosebleed valuations is that the number of scenarios under which a positive outcome is possible becomes greatly diminished. By raising at $3.5 billion, Stripe, [... and Investors ...] — are betting that the company can exit at or above $7 billion. That’s a steep price and largely eliminates acquisition as an option. The list of potential acquirers is likely limited to Facebook, Google, Apple, eBay, Amazon, and Alibaba in the tech sector. On the financial side, there are the large banks and credit card companies. But it’s hard to see anyone ponying up $7 billion to acquire Stripe, which has yet to prove that it has a sustainable business or attractive margins. [...] Not every round requires a doubling valuation, and in this case, it may turn out that everyone involved would be better if more modesty was applied. [...] [ Merger of Square & Stripe as worst case scenario? ] [ & IPOs to forget - Box, Groupon, Zynga, HortonWorks ... ]
Venture  Capital  Stripe  Apple  Pay  PayPal  Google  Wallet  Bitcoin  Amazon  Alibaba  Rakuten  Silicon  Valley  growth  round  exitstrategy  exit  strategy  IPO  M&A  business  model  margin  AliPay  Braintree  mobile  first  mobile  homescreen  Platform  network  effect  economies  of  scale  scaling  scale  Venmo  valuation  ycombinator  Unicorn  Square  Wall  Street  mobile  payments  online  payments  creditcard  Visa  Mastercard  payments  micropayments  Start-Up  lesson  Start-Up  advice 
december 2014 by asterisk2a
Jon Stewart on Alibaba 'The communists have beaten us at capitalism' $baba - YouTube
risk carried by shareholders. shady, intransparent, no sheriff for a town that does not exist. ... sounds like something big to hit the fan, maybe, eventually. possible. black swan event?
Alibaba  IPO  oversight  regulators  regulation  China  Silicon  Valley  Wall  Street  crony  capitalism  capitalism  Patriarchy  Jack  Ma  corporatism  conglomerate  blackswan  risk  taking  behavioral  finance  Group  behaviour  asset  bubble  equity  bubble  2014 
september 2014 by asterisk2a
Blockades and IPOs: China’s Great Firewall gives its companies an advantage over Western counterparts | PandoDaily
It’s only going to get harder for Western companies to operate in China. The government has even started to support the development of China-specific counterparts to popular software like the Windows operating system. Unless someone starts an “Uber for convincing a country like China to re-open its borders to Western technology companies” — which could only be called MarcoPolo or DickNixon, obviously — China’s coveted consumers will often be unreachable. Meanwhile, Chinese companies like Alibaba are going public on the New York Stock Exchange (feel free to insert a “fucking” in there if you’re really excited about it not being NASDAQ) and raising more money than any other public offering in the tumultuous history of public offerings. The road between China and the United States, it seems, only allows for travel in one direction. Nixon would be ashamed.
China  Alibaba  IPO  Silicon  Valley  barriers  to  entry 
september 2014 by asterisk2a
Alibaba Surges in New York Trading Debut After U.S. IPO - Bloomberg
IPO had no lock-up. + Alibaba structure is stet-up like a conglomerate that is organised under one shell (alibaba group & jack ma). People buying into its Chinese market share and margins. Nothing else as of now. ... until it goes wrong ... worms coming out of the woodwork. + +!+!+ "Want to know who’s cashing-in on Alibaba’s IPO? Well, Yahoo has sold off almost $9 billion worth of its stock in Alibaba, founder Jack Ma has sold off $867 million, and its largest shareholder, SoftBank, has sold off $0, according to a report from Bloomberg Businessweek." -
Alibaba  IPO  Yahoo!  SoftBank  Jack  Ma 
september 2014 by asterisk2a
Thiel: Alibaba is “fundamentally a political investment” that I wouldn’t make | PandoDaily
it’s not the return potential that seemingly gives Thiel pause. It’s the uncertainty around Alibaba’s connection to (and dependency on) the Chinese government.“I do think that the Chinese Internet has been largely off limits to Western investors, it’s been firewalled off,” “If you look at the world from the perspective of companies like Facebook or Google, places like Saudi Arabia and Iran are way more tolerant than China. You can get on Facebook in Saudi Arabia and you can’t get on it in China. So China is in this very weird category of its own.” Alibaba’s fate is tied to its ability to appease Chinese state officials. “Alibaba is sort of this protected Chinese company – it will do well, but it is fundamentally a political entity that is somehow very deeply connected with the Chinese government,” [...] you’ll do well if it continues to stay in the good graces of the Chinese government, but it’s fundamentally a political investment.” [ + Chinas Economic Transformation Task ]
Alibaba  China  economic  history  Peter  Thiel  economic  transformation  liberal  economic  reform  consumer  disposable  income  social  safety  net  babyboomers  demographic  bubble  pension  fund  public  pension  pension  scheme  IPO 
september 2014 by asterisk2a
Alibaba: Roadshow-Auftakt in New York misslingt - SPIEGEL ONLINE
Lange Schlangen am Eingang, überfüllte Räume wegen großen Andrangs, Stehplätze, ein verspäteter Beginn - für die Investoren begann das Alibaba-Event wenig luxuriös. Als Catering sollen ihnen dann noch abgepackte Truthahn-Sandwiches vorgesetzt worden sein. Vor allem aber inhaltlich konnte die Veranstaltung um den milliardenschweren Alibaba-Börsengang einige Anleger nicht überzeugen. "Habe ich was Neues erfahren? Ein klares Nein", sagte etwa Akram Yosri, Finanzmanager bei der 3iCapital Group. Andere Anleger äußerten sich der Nachrichtenagentur Reuters zufolge ähnlich: Sie hätten gerne gewusst, wie Alibaba zu Vorwürfen steht, bei der Besetzung des Managements zu intransparent zu sein - doch auch ihre Fragen seien nicht beantwortet worden.
Alibaba  Roadshow  IPO  transparency  corporate  governance  China 
september 2014 by asterisk2a
Alibaba: Onlinehändler aus China will die Wall Street erobern - SPIEGEL ONLINE
Selbst Ma räumt Fallstricke ein: Der US-Börsengang eines so großen, ausländischen Unternehmens könnte dank kultureller und geopolitischer Differenzen auf "Skepsis aus verschiedensten Richtungen" stoßen. "Kontroversen" seien fast garantiert. Zu diesen Kontroversen gehöre Alibabas "einzigartige und innovative" Führungsstruktur, die die Macht in den Händen Weniger bündelt. Weitere potenzielle Probleme listet Alibaba in seinem IPO-Werbeprospekt auf: Vertrauen in die Marke, Verlässlichkeit des chinesischen Internets, Ärger mit den Kartellbehörden. In jedem Fall, versichert Ma, werde Alibaba seinem Motto treu bleiben: "Als Erstes kommen die Kunden, als zweites die Angestellten, als drittes die Shareholder." Manchen Aktionär freilich könnte diese Reihenfolge skeptisch stimmen.
IPO  Roadshow  Alibaba  Jack  Ma  Wall  Street 
september 2014 by asterisk2a
At Alibaba, the Founder Is Squarely in Charge -
Alibaba, a company started out of Mr. Ma’s apartment in 1999, is now a technology colossus worth more than American stalwarts like eBay and Hewlett-Packard. Under his leadership, Alibaba has become not just the dominant force in China’s e-commerce but also a symbol of the country’s breathtaking economic rise. The company has 250 million active buyers in China, and its orders account for more than 60 percent of all package deliveries in China. [... Discussing the business structure ie Cayman Island entity & V.I.E. and risks for shareholders ...] +++ Most members of the group declined to comment. In an interview, Mr. Shen defended such deals, explaining that Mr. Ma had formed a circle of trust, something common in Chinese business. +++ Analysts say that forging alliances with the government is a vital part of doing business in China. Companies see it as a way to improve their chances of securing approvals and licenses. +++
Alibaba  China  e-commerce  ecommerce  commodity  business  commoditization  Jack  Ma  Amazon  scale  scaling  IPO  Taobao  AliPay  Jerry  Yang  Yahoo!  SoftBank  transparency  accountability  ownership  structure 
september 2014 by asterisk2a
Alibaba seeks to raise more than $21 billion in record U.S. tech IPO | Reuters
Alibaba expects its IPO to be priced at between $60 & $65 a share, valuing it at about $162.69B; it plans to make its NYSE debut the week of Sept. 8, & could raise about $21.13B ... 21bn !!! ... 21 ... billion dollars !!! +++ +++
Alibaba  IPO 
september 2014 by asterisk2a
China's Wanda, Tencent, Baidu to set up $814 million e-commerce company | Reuters
By teaming up with Tencent and Baidu, Wanda will become the biggest online-to-offline e-commerce platform in the world, [...] "The three partners will further deepen collaboration on initiatives such as traffic sharing, media and advertising resources sharing, membership benefits, payment and internet finance, big data, etc.," Tencent said. This includes TenPay and WeChat Payment, which is linked to the hugely popular mobile messaging app WeChat, || + +
Alibaba  IPO  e-commerce  ecommerce  Wanda  Tencent  Baidu  Silicon  Valley  China  WeChat  Platform  synergies  Synergy  BRIC 
august 2014 by asterisk2a
Alibaba's Results Improve Ahead of IPO - WSJ
The company said in its filing that "we expect to continue to make strategic investments and acquisitions" related to mobile, digital media and other services, which "may affect our future financial results, including by decreasing our margins and net income." >> - Alibaba accounts for about 80 percent of all online retail sales in China, and that number is likely growing. + "Along with the online media conglomerate Tencent and the search engine Baidu, Alibaba has come to dominate its home country’s Internet landscape. Its power and formidable profit margins come from its two big e-commerce markets, Taobao and Tmall, as well as other services like online payments. In short, it is part eBay, part and part PayPal, with a hunger to invest in yet more up-and-coming industries." || @pmarca "Alibaba quarterly results adjusted for one-time gains: $2.5B revenue with 43.4% operating margin. Still very high given expansion stage."
Alibaba  Silicon  Valley  China  BRIC  Developing  World  Frontier  Markets  India  USA  Latin  America  Africa 
august 2014 by asterisk2a
Alibaba Is Investing Huge Sums in an Array of U.S. Tech Companies -
But the recent investments aren’t just about size. Alibaba is also rubbing elbows in the sometimes insular world of Silicon Valley-funded start-ups, where a handful of plugged-in financiers can help the company spot the next breakout smartphone app or e-commerce trend before it hits the mainstream. “With investments like these, they get good products, they make a splash, and most importantly, they build connections and trust amongst the venture capitalists,” said Sameet Sinha, an Internet analyst with B. Riley & Company, a small investment firm.
Alibaba  Silicon  Valley  Venture  Capital  Networking  influence 
august 2014 by asterisk2a
Why Andrew Ng left Google and joined Baidu | Hacker News
When companies turn into giants. It's hard to run through the giant battleship and rally guys for your initiative. And not let talk about moving fast/iterating/experimenting. [...] Question is post Steve Jobs - can keep Apple its Start-up mentality? // "If a guy like Ng was frustrated inside of Google by 'committee meetings' keeping him from getting things done quickly, then that says something about the current state of affairs there." Are the big ones are running scared on the inside, focused defending the existing turf? ++ + + +
Google  Microsoft  Yahoo!  IBM  Apple  Nokia  business  management  corporate  culture  corporate  values  Wall  Street  Salesforce  Amazon  Baidu  Rakuten  Alibaba  Twitter  Facebook  ebay  Cisco  Unilever  Procter  &  Gamble  Coca-Cola  Oracle  Intel  AutoCad  EMC  VMware  Adobe  LVHM  Fortune  500  creative  destruction  value  creation 
july 2014 by asterisk2a
How Do You Solve A Problem Like Marissa?
... Wall Street. ... but question remains :: Marissa likes to be lauded (that is what they write about the person - Marissa Mayer - they the tech press in SF/SV). Is she too shy to up-set people, within, making hard decisions, having the hard conversations? Cutting 30% of workforce, cutting this or that pig. Making Yahoo! her own bitch, communicating clearly that the road they travelled on doesn't lead them to a better, more sustainable, stable future? Is that what is holding her back - her liking to be liked, praised, lauded? Only she knows. And only months after a post-partum or post-mortem we will hear it from her. But consider this, there is no magic wand for Yahoo! Not one single trick that changes it all. Google was a self-runner, because of the magic wand called AdSense. She never had to make and asses (with incomplete information and a in a fast moving world) such difficult decisions. Never was she more visible and held publicly, by bystanders and amateurs, accountable.
Yahoo!  Marissa  Mayer  Alibaba  Wall  Street  CEO  Leadership  Vision  people  management  business  management  management 
july 2014 by asterisk2a
With Alibaba IPO Filing Set to Arrive Tomorrow, Here’s Why It Does Matter to Silicon Valley | Re/code
Thus the big question: What will Mayer buy? Or will the money go to buying back shares? Or what? As many have correctly noted, the Alibaba stake has had a significant halo effect on Yahoo’s stock and, once public, the company will have a definite value that can be counted. And, more to the point, once the Alibaba impact is felt, it will become completely clear how the core Yahoo business is valued by Wall Street — right now, hardly at all — and whether the company is a good deal or not. That clarity means a lot of things for Mayer and Yahoo, including whether it could ever be a takeover target itself — a strange but not implausible scenario that has been brought up to me recently by many players who could pull off such a deal. ||| + I believe a major tie-up between Yahoo and AOL is still in the cards.
Alibaba  Yahoo!  AOL  marissamayer  Silicon  Valley  M&A  TimeWarner  Comcast 
may 2014 by asterisk2a
Alibaba Turns 10 – Aims To Create 100 Million Jobs, Employ 10 Million People
“In 10 years we wont make differences between local or international companies any more, but only between differences in integrity”,
china  business  ecommerce  asia  entrepreneurship  ideas  globalisation  international  Corporation  trend  future  alibaba  strategy  web 
september 2009 by asterisk2a

related tags

&  1%  2.0  4-day  abundance  accountability  acquisition  activists  Adobe  advice  Africa  Agency  AirBnB  alibaba  AliPay  Alliance  Amazon  America  AOL  Apple  Arora  asia  asset  asymmetry  attack  AutoCad  AWS  babyboomers  Baidu  bailout  balance  bank  banking  barackobama  barriers  behavioral  behaviour  being  benefits  beyond  Bezos  BIS  Bitcoin  blackswan  BOE  bond  book  Braintree  Brand  BRIC  bubble  bubbles  business  Call  capital  capitalism  cash  ceiling  centralbanks  CEO  china  chronic  churn  Cisco  cliff  Coca-Cola  Comcast  commoditization  commodity  competition  competitive  competitiveness  conglomerate  consequences  consumer  corporate  Corporation  corporatism  correlation  cost  Coupang  creation  creative  credit  creditcard  crisis  crony  cryptography  Cryptopocalypse  culture  customer  cyber  demographic  destruction  devaluation  Developing  Didi  discretionary  disposable  distortion  diversity  drama  e-commerce  ebay  ecommerce  economic  economics  economies  Edward  effect  efficiencies  Elon  EMC  encryption  entrepreneurship  entry  environment  equality  equity  espionage  Establishment  ethical  excess  exit  exitstrategy  exuberance  Eyes  Facebook  False  faultlines  Fed  finance  first  fiscal  Five  Flag  flat  Flipkart  flow  for  Foreign  Fortune  fractional  Frontier  fund  future  Gamble  gap  GCHQ  gender  glass  globalisation  globalization  glut  Google  governance  GrabTaxi  Group  growth  hacker  hacking  happiness  Hastings  hiring  history  Hoffman  homescreen  HR  hubris  human  hunt  IBM  ideas  imbalance  Impediments  in  income  index  India  industrial  inequality  influence  infographic  infographics  Intel  Intelligence  international  Internet  intervention  investment  IPO  irrational  Jack  Japan  Jeff  Jerry  Kalanick  Kuaidi  Latin  Leadership  lesson  leverage  liberal  life  linkedin  long-term  LVHM  M&A  Ma  machine  management  margin  marginal  Marissa  marissamayer  market  marketplace  Markets  Marktanteile  Mastercard  maximisation  Mayer  micropayments  Microsoft  mobile  model  monetary  Musk  Nationalism  net  Netflix  network  Networking  New  Nikesh  NIRP  Nokia  Normal  NSA  of  Office  oligopol  oligopoly  on  online  Oracle  Orwellian  oversight  ownership  Patriarchy  Pay  payments  PayPal  PBOC  peer  pension  people  performance  perks  personal  Peter  Platform  policy  Politics  presidency  pressure  Privacy  Privileged  Procter  profit  property  protectionism  public  QE  quantified  Rakuten  recession  recruiting  recruitment  Reed  reform  regulation  regulators  Reid  reserve  reserves  resources  retention  review  Revolution  Rich  rights  risk  RMB  Roadshow  Rocket  ROI  round  safety  Salesforce  savings  scale  scaling  scheme  self  shadow  shareholder  sheet  short-term  Silicon  Snapdeal  Snowden  social  society  SoftBank  speculation  speculative  spending  Square  Start-Up  Start-up  state  strategy  Street  stress  Stripe  Structural  structure  Super  surveillance  sustainability  sustainable  synergies  Synergy  taking  talent  Taobao  Taper  team  Tech  Tencent  Terror  Tesla  The  Thiel  thinking  TimeWarner  to  Toff  trading  transformation  transparency  Travis  trend  Twitter  Uber  underwater  Unicorn  Unilever  unintended  unknown  unkown  USA  user  Valley  valuation  value  values  Venmo  Venture  view  Visa  Vision  VMware  Wall  Wall-Mart  Wallet  Walmart  Wanda  war  web  WeChat  week  well  western  Women  work  workforce  worklife  workplace  world  Yahoo!  Yang  ycombinator  yield  You  Yuan  ZIRP 

Copy this bookmark: