This report highlights Amazon’s opportunities and challenges in China. With the worlds fastest growing and changing e-commerce market, Amazon China faces the e-commerce giant Alibaba and struggles to gain adequate market share. Leading the world’s online retail, however, Amazon exposes a remarkably low presence in the country. Since 2004, the company has failed to adapt to Chinese models and infrastructures, going through different strategic routes has not alleviated the company’s growth. Amazon has become an exemplar for many B2C, B2B and C2C foreign companies who want to enter the Chinese e-commerce market, the distribution channel that leads to billions of online shoppers is attracting many foreign brands to both launch their e-commerce cite or open up a digital shop in one of Alibaba’s e-commerce platforms. Amazon has been in China for over fifteen years and no sign of growth has occurred yet they chose to endure in the Chinese market. Findings show that the company’s determination to continue to dwell in China is based upon the long run, within the years Amazon sought to position itself as a premium platform to meet Chinese demands of oversees products.
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Introduction
E-commerce in China
Nowadays,
the difference between e-business and e-commerce drastically matters for
companies. The “e” that represents the
function of electronic network technology
has evolved to new business processes and practices. (Bartels 2000) In a
large bubble, e-commerce highlights the reach of customers across suppliers,
marketing, customer service, distribution through different business models (B2B,
B2C, C2C, B2G, C2B, P2P, m-commerce). Whilst e-business comprises of e-commerce
however it is more associated with the internal developments such as
recruitment, finance, customer correlation management, information management,
supply chain managements etc.
“E-commerce is in fact not just a commercial tool in China. It has become a model for economic development.” (Marco Gervasi 2016) East Commerce, a journey through China e-commerce and the internet of things by Marco Gervasi gives us indications on how China will continue to form and ultimately conquer the e-world in the following years. China’s underdeveloped infrastructures and uncivilized marketplaces in the past decade urged the country to implement America’s embryonic e-commerce and e-business models. However, the American model was naturally designed to fit in a developed market rather than a developing one, therefore China was unqualified to adopt such model. (Gervasi 2016)
Alibaba,
the first digital platform that successfully used a model adjusted to Chinese
conditions and specifications. Alibaba’s
success arose from the idea of building a platform similar to EBay’s by linking shoppers and vendors while
leaving the trading costs to them. Tao
Bao, a subset of Alibaba, with
its shrewd alteration from an Amazon-like model to an EBay-like model triggered
Chinese e-commerce to launch regardless of its unfledged and underdeveloped
infrastructure. (Gervasi 2016)
M-commerce or mobile commerce plays a major role in Chinese e-commerce, due to the country’s rapid spread of smart devices, the Chinese online world is increasing in a revolutionary manner. With the influence of m-commerce, Chinese e-commerce has unintentionally created online shopping into a social activity. (Gervasi 2016) E-commerce and social activities are now merging, as a matter of fact, the number of mobile users has surpassed the number of internet users in 2008. (Chong, Chan and Ooi 2011) Chinese participants in online social activities have shown that the more people purchase online products/services the more it revolves around a social experience. Posting pictures on their purchased products, ratings and writing reviews on the products and so on has created a radical e-commerce model in China. (Gervasi 2016) In a nutshell, social influence has shown to be a key principle of Chinese consumer decisions to embrace the m-commerce model. (Chong et al. 2011)
Amazon
Amazon,
known today as the world’s leader in online retail, founded by Jeff Bezos in 1994, starting as a
bookseller, the founder was never pleased of it being only a book distributor. The Everything Store (2013) by Brad Stone terms the founder’ s vision as
quarrelsome; Bezos wanted Amazon to offer a limitless variety of
goods with the best convenience at the lowest prices. (Stone 2013) Amazon’s success in the United States
only led the company to expand and generate international revenue, with its
promising numbers in the US, the company believed that expanding globally would
only overpower the world of e-commerce.
Figure 1: Amazon worldwide online marketplaces. Source: Company (2015)
After expanding to
Europe, Amazon was hungry for more
expansion. An entry to India’s market utterly grasped the company’s attention.
Entry to India’s world of e-commerce comprised of a young population (65% under
the age of 35), increasing numbers of mobile users (80%) and growing levels of
disposable income (individual and household). However, most of the population
lives in countryside regions under an underdeveloped infrastructure and only
35% of the population are internet users. (Govindarajan and Warren 2016) India’s
e-commerce model could be a suitable comparative analytical tool to China’s
e-commerce model as they both characterize of underdeveloped infrastructures. Amazon
entered the Indian e-commerce market only after it witnessed an insignificant
performance in China, Amazon’s devastation in China taught the company how to
adapt its model and platform within underdeveloped infrastructures, such as
customizing products in the local markets. With that said, Amazon India owns a
larger portion of the e-commerce market share in India, taking over the
competitors such as Flipchart and Snapdeal. (Vishrut Shah 2016)
Amazon has clearly
shown an exceptionally low presence in China due to its primary competitor
Alibaba, but why has Amazon chose to remain in China, heedlessly? An analysis of the industry and the market,
the current business models/technologies used and the strategies implemented to
survive the ongoing struggle will be highlighted to demonstrate the company’s
decision and determination to continue to dwell in China.
Amazon China Case Analysis
Amazon.cn
Amazon is not the only western company that
struggled and continues to battle in China’s e-commerce market. Other companies
like Yahoo and and Google have also failed at gaining
adequate market share. Amazon entered China’s B2C e-commerce market in 2004 by buying
Joyo.com, however, the company rebranded
it as Amazon.cn in 2011. It observed
an immense decrease in sales from 2004 – 2016. (Wang and Ren 2012) Amazon
currently owns 0.8% of the e-commerce websites market share, it also brought in
Amazon Prime, hoping to bump up sales
in China, however it remained far behind Chinese e-commerce websites. (Jeff
Dunn 2017)
Figure 2: E-commerce websites in China market share (2016). Source: iResearch China, US Department of Commerce (BusinessInsider 2017)
The company
introduced Amazon Prime to China in 2016
but appeared to still not go any further, that is because Alibaba’s domination of the e-commerce market was controlled by Tao Bao where cheap brands were
available and T-Mall where big western
brands would launch their digital shops. (Jason Del Rey 2016)Amazon profoundly keeps investing in
China, Dawson (2015) mentioned that
given the strong competition in China and regulations, its very questionable
for Amazon.cn to witness a lasting
success. On the other hand, Amazon China’s president Doug Gurr (2015) adds that cross-border
e-commerce is the company’s strategy in China. In 2015, the cross-border buying
power by Chinese consumers has revealed growth, sales records from Amazon
show that the primary users of Amazon China are people with high disposable
incomes, educated, and young. (Meng Jing 2015) In my point of view, this can
reveal a matter of trust, Amazon’s
general image around the world is known to be very positive and constructive,
it’s main competitors in China such as Tao
Bao, T-mall and JD sometimes offer unoriginal and
no-brand named goods, but Amazon China seems to be positioning itself as a
premium platform offering only genuine and western products. In 2015, the
president of Amazon China stated that they will continue to tremendously invest
in the following year of 2016 to make shipping cheaper for customers when
purchasing items from abroad, and this strategy will eat up more market share.
(Jing 2015) By that time, Amazon China was acquiring 1.1% of the market share
(see Figure 3), as of now (2017) the strategy does not seem to be working as they
own 0.8% of the share. The e-commerce
market in China is colossal, so how small is a share of 0.8% in such market?
Figure 3: E-commerce market share in China (2015). Source: iResearch (Quartz 2015)
The E-Revolution in China
Over the past 10 years,
China has become a cyber-market, e-commerce has been emerging and third-party
payment systems have made it comfortable for Chinese consumers to purchase
items online. (Cristiano Rizzi 2013) Distribution channels in China are
becoming exclusively attractive for foreign companies because the population is
thriving and Chinese people have shown a preference to consume on online
platforms. Rizzi (2013) in his book E-commerce Law in China suggests that
foreign companies that want to expand to China or enter the Chinese market must
consider adopting traditional methods
of approach and eventually launch an online presence. (Rizzi 2013) Porter Erisman (2012) narrated in his
documentary “Crocodile in the Yangtze”, “Imposing
a Western model in China doesn’t work.” EBay’s failure
in China can be one of the cases where a Western company missed its chance to
recognize and adapt to Chinese e-commerce models.
Big data gradually drives e-commerce in China, more companies in China use data and analysis for future outlooks and to understand consumer behaviors. (Helen H. Wang 2016) Tencent, Alibaba, and Baidu maintain the most treasured data sources. Not only it can help them manage and segment their own target markets but also help other multinational companies in China to do so. (Wang 2016)
The e-commerce market in China is growing at an incredible rate, doubling in numbers whilst economic performance advances. Due to progressive e-commerce, it has brought more than 700 million people to join the middle-class. China is estimated to overtake the US in becoming the largest retail market in the world with a population of 1.3 billion people and a blossoming number of smartphone and internet users. (Tsendyam Enkhchimeg 2016)
Amazon China’s 0.8% current market share may seem very small but lets not forget that it’s a piece of the world’s largest and fastest growing e-commerce market. According to the National Bureau of Statistics in China, 2016, online retail sales reached around $752B. (Frank Tong 2016) However, as China’s e-world continues to grow, Amazon China has not shown to grow in terms of market share, instead it has exposed a loss.
SWOT Analysis and Michael Porter’s Five Forces
Strengths: Amazon
is generally a very profitable company, known as the largest online retailer in
the world. Information Technology and
Customer Relationship Management also
abbreviated as CRM maintain Amazon China’s strategies in business. As mentioned
earlier, the company aims at understanding its Chinese customers by recording
data on consumer behaviors and preferences, it empowers the company to offer
certain needs at the right time of year by tracking purchases and clicks (visited items), a concept also
known as “re-targeting.” As the above are the overall strategies of
e-business companies, Amazon China’s current situation is urging them to absorb
as much information as possible to deliver more needs to its current customers
and understand the potential ones. Financial stability and market orientation can
also be additional strengths; the mother company grossed more than $90B just in
sales last year (company 2017), this success is driven from a low-cost structure and wide range of
products and items. Third party sellers,
(a model for sellers within the platform) also push new customers to Amazon
China’s website. All of Amazon’s marketplaces upkeep each other by creating
benefits, that is one of the reasons it is continuing to survive and hasn’t yet
latched out of China’s e-commerce market.
Another
strength acknowledged is the brand image of the company overall, it has long
been a trusted and a dependable platform, Amazon China uses this advantage to
offer Chinese consumers quality goods from abroad, a resilient strategy used by
Amazon.cn called cross-border e-commerce.
Weaknesses: Amazon
China has been adding new categories in their selection, Chinese produces and
items, may be useful in diversifying the customer base, however, it risks
damaging the only positive brand advantage they currently have, cross-border buying power. Moreover, the
delivery model has not been clear for both impending Chinese customers and
current customers, Amazon China has changed from free-shipping to charging
customers for shipping because it projected financial losses. A further
weakness is the infrastructure and model used are not genuinely suitable for
the Chinese e-commerce market though over the years it has slowly started
adapting to it. As discussed earlier, the use of smartphones is much more
common than the internet, the company has not yet set up an Amazon China app
where Chinese people can purchase items on their phones, it also lacks the
social ecosystem where buyers and third party members can communicate.
Opportunities: E-commerce
opportunities in China are vast, not only for Amazon but for many other foreign
companies as well. As the e-commerce market continues to develop, shipping
costs are decreasing, technology is advancing and the economy is thriving while
Chinese household incomes are mounting. At some point, China may observe an
entire developed economy and country, whereas Amazon’s stable infrastructures
built for developed countries can come in handy. Foreign brands in China
represent prestige and premium quality, they also have shown quite a demand, the
company is opening its doors to third party sellers from abroad who can bring
these needs to the fullest.
Threats: Chinese demand and
interest in foreign goods, typically US branded or EU branded has caught the
attention of many American and European companies, an e-commerce movement that
seems will cause more competition for Amazon China. For instance, the big
American retail brands such as Macy’s announced
that it will launch its e-commerce website in China by the end of 2018. Macy’s already has a good reputation and
image in China due to its digital shop on T-mall, this could be a major threat
for Amazon. Joint ventures and mergers in the market may also be of great
threat to China’s Amazon.
Porter’s Five Forces
Figure 4: Michael E. Porter’s Five Forces – Amazon China
PESTLE Analysis
Political/Legal
influences
affecting and supporting Amazon’s e-commerce business in China:
China’s political
and legal stability is unclear: (opportunity and threat)
Amazon has faced
and continues to face many challenges within the Chinese e-commerce landscape. It
is a foreign company facing Chinese born competitors such as Alibaba, the
government has shown to ease regulations by supporting the Chinese e-commerce
companies. It continues to threaten Amazon because it may cause more Chinese
e-commerce websites to launch. In addition, the Chinese government is
restricting new regulations on cross-border e-commerce activities to secure
trade safety and this only limits third-party sellers to join Amazon’s Chinese
platform. Third-party sellers who sell foreign items are also objected to go
through payments and electronic contracts. On the other hand, the government
has shown great support for e-commerce websites in China, both foreign and
domestic, by cultivating business conditions in enhancing cyber security, the
buyer, seller and logistic services can rely on the e-commerce platforms.
Economic Factors:
China’s economy
has been enjoying e-commerce advantages. As it is still a developing economy,
disposable income is on the rise, this opportunity for Amazon is valued
especially for the long-run as it will surge the company’s revenue. However, an
economic recession in China is very likely, a threat that would unravel
Amazon’s efforts in trying to penetrate the world’s most developing e-commerce
market.
Social and sociocultural
Influences:
The social factors
are all opportunities the company must take advantage of.
China is
witnessing a culture of online consumption, this degree of consumerism on all
of the county’s e-commerce platforms must drive Amazon to create social
activities with the program to enhance the social experience. As social media
continues to be a dominant distribution channel, consumers also use these
medias to make buying decisions on platforms such as WeChat.
Figure 5: WeChat online shopping doubles within a year (McKinsey 2016). Source: McKinsey iConcumer China 2016 Survey
Technological Factors:
Technological
advancements within China have directly hit Amazon, new technologies are rapidly
altering and developing which pressures Amazon to progress its technological
systems. However, it is also viewed as an opportunity by the company because it
adjusts the business accordingly. Amazon’s investments on IT may increase a competitive advantage and defend itself from new entering
competitors in the same e-commerce market. The opportunity to further enhance performance
by increasing the efficiency of information
technology must be considered by China’s Amazon in order to exploit
productivity and decrease operational costs. Furthermore, stressing continuous
developments in technologies within the Chinese e-commerce market may lead the
company to stay a step ahead of competition or assist it by not staying behind.
Environmental
(ecological)
Elements:
Environmental
awareness is beginning to be become more popular in China. Ecological threats
such as global warming is driving companies to launch environmental programs, Alibaba for instance is continuously promoting
and raising awareness on environmental protection of the country. Due to the
growing interest in environmental programs, Amazon has sought the opportunity
to reduce the amount of paper-made books in the selection and offer e-book
alternatives both on Kindle and desktop.
Business Models and Technologies
China’s e-commerce business models
Business-to-Business
(B2B)
The
B2B model is designed for businesses to sell their products or services to
other businesses within an online platform.
The B2B segment
basically launched the development of e-commerce in China. Such model was first
aimed at enhancing the trading channel between Chinese suppliers and US/EU
buyers. Nevertheless, now it is used by millions of buyers and suppliers from
around the world. China is the worlds leader in the B2B e-commerce sector, due
to Alibaba’s dominance.
Figure 6: China B2B E-commerce market share (2012 & 13). Source: iResearch (CBBC Guide to E-commerce in China 2012)
Business-to-Consumer
(B2C)
The
B2C model generally applies to when a transaction occurs between the company
(seller) and the consumer.
China’s B2C e-commerce market is conquered by the domestic online retail companies such as T-mall. The penetration of online shopping and internet usage deliver a strong basis for the growth of the online retail industry in China.
Figure 7: B2C E-commerce Market Share China (2013). Source: iResearch (CBBC Guide to E-commerce in China 2012)
Consumer-to-Consumer
(C2C)
This
business model enables customers to trade between each other.
The C2C e-commerce
model dominated the online retail Chinese market, Alibaba’s e-store Tao Bao is the primary participant
controlling around 95% of the entire C2C sector. (CBBC 2012)
Figure 8: C2C China Market Share 2011. Source: iResearch 2011
Summary:
All these models
represent effective channels in which a company can associate with customers or
clients at low costs both in China and abroad. However, a foreign company must
understand and evaluate the Chinese e-commerce landscape to the maximum before
it enters the market. For example, Amazon did not fully recognize the obstacles
and opportunities before entering which caused it to perform poorly. EBay’s presence in China was a failure
because its C2C business model did not suit the market and did not adapt to the
environment, therefore missed the opportunity to control the worlds largest C2C
e-commerce market. If EBay and Amazon had analyzed the Chinese
environment and demographics more precisely before entering, they would
possibly be leading the Chinese e-commerce market. The figure below
demonstrates the Chinese E-commerce market growth comparison of B2C and C2C.
Figure 9: Chinese E-commerce market growth B2C and C2C (2007 – 2013). Source: Bain and Company 2012 (CBBC Guide to E-commerce in China 2012)
Amazon in China operates
within a B2C business model, it sells products directly to consumers on the
site and allows third-party sellers to join the platform at no charge. Amazon
does not help the third-part sellers succeed, instead the company discovers the
most sold items by the sellers and then places them at lower prices, however,
it also lets sellers sell the same products as Amazon at lower prices. (Wang
2015)
Future Outlooks
China
has been changing the future of e-commerce. Online spending has been rapidly
increasing since 2004, the convenience of online shopping continues to expand
around rural areas and small cities which helps e-commerce companies reach new
customers. Shopping on mobiles is also
increasing at an incredible rate, the convenience of shopping at the tip of
your fingers, looking at reviewed items, rating products and so on is only
seeming to become more and more popular in China. The top e-commerce giants of
China are dominating the m-commerce market by continuing to improve their apps
and customer services.
It
is reasonably predictable that if China’s Amazon does not partake in the
m-commerce market it will remain far behind and its market share will continue
to drop. It is clear that Chinese people prefer to shop more on mobile rather
than the internet.
Moreover,
Amazon.cn is simply absent to Chinese people, issues such as adapting to the
Chinese infrastructures and lack of mobile presence are creating barriers to
obtaining more market share and profit rather than being a strategy of
differentiation. Being cost effective and selling cheaper items is not a cost
leadership strategy because the competition already masters at that. Amazon.cn
is left with one leading strategy to face, to only focus on branded
imported goods.
Recommendations
Amazon
may consider the following strategies to win in China’s e-commerce market.
The
first strategy Amazon China can act
upon is building a mobile app that can function as a corresponding tool to the
website. An easy-use app where the the shopping experience is enjoyable and
payment methods are easy and secure. Enhance customer service on the app
through a feedback system, a network where the company and customer can
communicate.
The second strategy is social networking, Amazon must merge with Weibo and Wechat or create its own in-app social system where consumers can react on products by reviewing the quality of the item, delivery method and quality of customer service.
A
third strategy would be advancing
data assembling techniques, it will not only help the company gather enough
information on their customers but it will also keep the company updated about
market trends and developments. Furthermore, big data collection will customize
the experience for the targeted consumers.
The
fourth strategy Amazon can stress on
is cross-border e-commerce, it is the most powerful tool it currently has
against its competitors in China. A lot of Chinese people admire western
products, however, Amazon’s competitors such as Tao-Bao and T-Mall have those
products at similar costs but the quality of the good is unreliable. Therefore,
Amazon China can offer the western premium goods at lower costs by opening
warehouses in tax free regions around China.
Amazon
should customize its model and infrastructure based on Chinese sociocultural
environment. Marketing strategies such as participating in Singles-Day sales, Chinese new year promotions and so on will bring
the company a step closer to compete with the e-commerce giants of China.
However, Amazon must stop investing and focusing too much on China, the simple
strategies above could benefit the company in numerous aspects within the
e-commerce market. Like Amazon India, the entire company must continue to
expand to developing countries before Alibaba dominates them.
Conclusions
To
sum up, Amazon’s entry to China led the company to build new infrastructure and
model for developing countries, its experience has helped it understand how to
adapt a model in a country where change and growth are boundless. Amazon
entered China at the wrong time in the wrong way, the company underestimated the
obstacles and opportunities. The company failed to balance between
customization and standardization that could shape a new business model. Amazon
is still struggling in China left with very few strategies to consider, Amazon
has even opened up its own store on T-Mall in-order to increase more
publicity.
Alibaba
has dominated great power of the e-commerce industry, this e-revolution in
China has served the economy in so many ways, creating jobs and an income for
people in rural areas as well. A country of 1.3 billion people where 90% are
online shoppers and a growing middle class drives Amazon China’s ambition to
continue to remain in China. Chinese people have shown a demand in oversees
premium products especially from the US and Europe, although a rapidly growing
market and yet a decreasing market share for Amazon, the company believes that
the long run will have so much to offer.
The company must implement new strategies and base itself according to
Chinese culture, gain a mobile presence, engage in social networking,
understand Chinese online consumers to the maximum, and most importantly remain
as a premium online service that offers only items and products from abroad.
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