Elise Lin BUS 550 • Background Overview • Macro and Micro • What made a difference in China • eBay vs. Taobao: business strategies and technologies • Comparison in the capital market • Conclusion • 1995:Pierre Omidyar founded eBay, an online marketplace for buyers and sellers • 1998: listed on NASDAQ • 2002: acquired for $1.5 b • 2002: started strategic alliance with in China • 2005: acquired for $2.6 b Voice Over Internet Protocol (VOIP) Growth Strategy: acquisition eBay’s headquarters in San Jose Source: Internet World Stats First Mover Advantage • 1999: EachNet was founded by two Chinese entrepreneurs, American- trained MBAs inspired by eBay’s success • 2001: EachNet held 90 % of China’s Internet C2C market • 2001: EachNet started to charge listing fees to sellers • 2001: eBay approached EachNet • 2002: eBay acquired EachNet for $180 m (record high in China) • 2002: eBay Japan struggled • 2004: eBay China officially moved onto eBay’s global platform eBay considered China to be the company’s second most important target market, after the U.S. B2B C2C (Taobao) Internet portals B2C Cloud computing Shopping search engine third-party online payment platform 2% (Ma and managements) Alibaba Group’s headquarter in Hangzhou, China Source: www.people.com.cn • • • • • 1999: Alibaba was founded in Jack Ma’s apartment 2002: Alibaba grew to be the leading B2B Website in China 2003: Taobao was founded again in Jack Ma’s apartment 2004: Alipay was launched 2008: Taobao Mall, a dedicated B2C platform, is introduced to complement Taobao’s C2C marketplace • 2010: Taobao Mall launches a new independent web domain, Tmall.com • 2011: Taobao broke into three separate companies, Taobao Marketplace, Tmall.com and eTao • 2012: Tmall.com changes its Chinese name to strengthen its positioning as a source of high-quality, brand-name products • Centralization -- Too globalized, not localized enough 2005: Jack Ma: eBay may be a shark in the ocean, but I am a crocodile in the Yangtze River. If we fight in the ocean, we lose–but if we fight in the river, we win. • Less innovative and integrations in technology(IT systems) • Arrogant, over-confident 2004: Cobb: viewed Internet C2C as eBay’s primary expertise, and did not think that it could be matched by its competitors in China • eBay changed the Chinese operation to match with eBay global (listing categorization, interface styles and technologies) • Taobao : categorizes as the typical structure of a local department store • eBay created a regional layer, eBay Asia in Korea Inflexibility to respond to the customer • eBay Moved servers and the maintenance to Silicon Valley Chinese customers complained • Pricing changed : insertion fees, final-value fees and features fees : 3% of the transaction as the service fee : no fee Sources: eBay Source: Tmall Competing in Technology Services (IT systems) eBay Taobao Payment Services 1. An Fu Tong by EachNet (2004) 2. PayPal by eBay (2003) Payment descriptions An Fu Tong: Alipay + PayPal Secure buyers Response from customers Customer confusion Customer trust Corporate response Emphasized 2 distinct systems Alipay available to merchants beyond Taobao Encountered tight control of financial service providers Ma and his team had longstanding relationship with China officials Integrations of IT systems Lack of integration Integrated delivery service requests into Alipay’s user interface Result 21% of its users use payment services 79% Relationship with key government Alipay (2003) Marketing Strategy eBay Taobao Spend heavily in marketing campaigns Grassroots approach (bulletin board services) Main website had exclusive agreements with all major Chinese websites “Ants way” to response (Strength in numbers) Ma: “eBay may have deep pockets, but we will cut a hole in their pocket.” Customers perceive Taobao as informal and friendly Categorizes similar to local department stores No fee policy and secured Alipay service discourage customers from doing offline trasactions Integrated an instant messaging service into each seller’s webpage AliWangwang: http://www.taobao.com/wangwang/2010_fp/buyer.php?TBG=43351.80787.3 Source: yahoo finance NASDAQ China Shanghai Composite Index • Nowadays it is important for corporations to go global, but key strategies have to be considered: • Centralization vs. decentralization (empowerment, globalized) • Potential issues from growing through acquisitions (cultural conflict, IT integrations…) • Are you ready for the target market (Alibaba failed in Korea) • For contemporary companies, how to find the IT FIT that can go along with the company culture and the external environment is a key to success • How to generate the revenue (revenue streams) in order to gain substantial competitive advantage in the market In the case eBay and Taobao, which company did eBay acquire? a. b. c. d. EachNet EveryNet Baidu Tmall In the case eBay and Taobao, why did eBay in China have only 21% of its users use their payment services? a. b. c. d. Taobao had first mover advantage eBay China’s payment system constantly crashed Customers confused about multiple payment systems None of the above In the case eBay and Taobao, why did Chinese customers complain about the eBay China’s availability of service? a. b. c. d. eBay China’s servers were overloaded by too many users Maintenance was done on California time schedule Hackers attacked eBay servers Government censorship in China Q&A Beijing's Bird's Nest stadium National Aquatics Center, Beijing, China
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