Back to the archive

The encyclopedia · Strategy & Leadership · Strategic decision · 2002–2007

eBay owned 85% of China's online auction market. Then Taobao launched for free.

eBay paid $180M for EachNet in 2003 and owned 85% of China's online auctions. Two years later, free-model Taobao cut that to 36%.

eBay · Alibaba Group · EachNet · Tom Online · 2006-12

What happened

eBay entered China in 2002 and acquired the leading online auction platform EachNet in 2003 for US$180 million. At the time of acquisition, eBay-EachNet controlled approximately 85% of China's online auction market. It looked like a dominant position in what would become the world's largest e-commerce market.

In May 2003 — just months after eBay's acquisition — Alibaba launched Taobao, a consumer-to-consumer marketplace that was completely free for sellers. Taobao charged no listing fees and no transaction fees, while eBay charged both. Taobao also introduced AliWangWang, an instant messaging tool for buyer-seller communication, and Alipay, an escrow-based payment system that only released payment after the buyer confirmed receipt.

Within two years, the market had flipped. Taobao's market share grew from 8% to 59%, while eBay-EachNet dropped from 79% to 36%. eBay's attempt to integrate EachNet into its global platform backfired — moving the technology from China to the US caused slow loading times and crashes, eroding user trust. By 2006, eBay's market share had fallen to roughly 20%.

In December 2006, eBay announced it would shut down its China site and form a joint venture with Tom Online Inc. eBay contributed US$40 million for 49% of the venture; Tom Online contributed US$20 million for 51% and management control. The eBay China site was redirected to the Tom Online joint venture in 2007, by which point eBay's market share had dropped to 7.7%. The joint venture never recovered meaningful market share.

Why it happened

  • eBay's paid listing model was a poor fit for China, where small-scale sellers could not afford transaction fees — Taobao's free model was decisively more attractive.
  • eBay moved the technology platform from China to the US, causing slow loading and crashes that destroyed user trust, while Taobao's local engineering team could iterate within hours.
  • eBay did not provide instant messaging for buyer-seller communication, a feature Chinese consumers expected to build trust — Taobao's AliWangWang filled this gap.
  • eBay relied on auctions while Chinese consumers preferred fixed-price purchasing — Taobao offered both from the start, including the Alipay escrow system that protected buyers.
  • By replacing EachNet's local systems with global ones, eBay lost the ability to respond quickly to local market conditions and competitive moves.
What it cost$180M acquisition; 85% share to 7.7% in 4 yearscostly

The lesson

Owning 85% of a market is not a moat. If the local competitor offers a better model for free, market share is a lagging indicator of a lost war.

Aftermath

eBay's China operations were folded into the Tom Online joint venture, which never gained meaningful market share. The eBay brand became a footnote in China's e-commerce story, dominated by Alibaba's Taobao and Tmall, and later JD.com and Pinduoduo. The failure is studied as one of the most dramatic reversals in internet history — a company that commanded 85% of a market was reduced to single digits in four years by a local competitor that simply offered a more locally adapted product.

Sources

spotted an error? The club wants to know.

Comments · 0

    Sign in to join the comments.

    More like this

    Somewhere, someone solved the problem this company failed at. 2nd Opinion →