Pritpower tao bao8/26/2023 He is the author of the newly published book, Better Simpler Strategy, a Value-Based Guide to Exceptional Performance. Felix Oberholzer-Gee is an expert on competitive strategy and international competition. I’m your host, Brian Kenny, and you’re listening to Cold Call on the HBR Presents network. Today on Cold Call, we welcome professor Felix Oberholzer-Gee to discuss his case, entitled, Alibaba’s Taobao. Digital natives could be forgiven for assuming that it’s always been this way, but of course, like every other disruption in business, the evolution of e-commerce has involved fierce competition and strategic gamesmanship between global players on a rapidly changing landscape. A number that is expected to grow rapidly in the coming decade. According to, 50% of e-commerce sales were made through online marketplaces in 2019. It was an inauspicious beginning to what has become a $1.7 trillion global industry. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.īRIAN KENNY: According to Smithsonian magazine, Dan Kohn, founder of NetMarket, conducted the first end-to-end online sales transaction, when he sold his CD of Sting’s, “Ten Summoners Tales” to a friend in Philadelphia for $12.48, in 1994. HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. Harvard Business School professor Felix Oberholzer-Gee discusses his case, “ Alibaba’s Taobao,” and related strategy lessons from his new book, Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance. How did underdog Taobao do it? And will it be able to find a way to monetize its marketplace and ensure future success? In 2007, Alibaba’s Taobao became China’s leading consumer e-commerce marketplace, displacing the once dominant eBay.
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