Behind the Alliance of Wanda: Maybe it's just a bubble.

These two days, the most eye-catching one thing is I am afraid--Baidu, Tencent plus Wanda, the three e-commerce companies are quite not, to unite to do a home appliance business company.

In their official description, the new company is not a traditional online electronic business site, but a "O2O" service platform. In other words, by Wanda to provide offline consumption venues, by Tencent and Baidu to provide online traffic and technology, the three mutual through the account, data and Membership system, set up a general integration of the Integrated Alliance, and the respective financial services to develop new payments and Internet financial products.

Although in the Friday press conference, three of the new company's specific products and operating models are vague, but it's easy for you to find out what the three companies are doing--Wanda's advantage is its physical mall, offline flow and the ability to integrate with the commodity chain; Baidu is China's largest search portal; Tencent has proved Whether it's the QQ on the PC or the micro-letter on the phone, it holds the largest and most active online customer cluster in China.

In other words, in this new platform, Wanda is the real "store", Baidu and Tencent is the source of traffic. This fully conforms to Wanda chairman Wang prior to the understanding of the electrical business: "Online Web sites and mobile products do not assume the sales function, but as a shopping guide and service tool identity." "This is also evident from the structure of the shares-Wanda accounted for the new company shares of 70%, Tencent and Baidu accounted for 15%."

In fact, Wanda came to Baidu and Tencent, is to learn from the Electronic business platform in the "Million Sinks Network" on the lesson:

Wanda's logic was clear: 1 Let brand merchants, to promote its members to open up, the establishment of "large membership system", the offline users into online traffic; 2 to transform the cash register equipment and Wi-Fi network, to obtain user consumption behavior data, do million-net online goods personalized recommendation, 3 to the data for investment for reference, and rely on water to determine whether the provision of small loans, 4, the introduction of prepaid cards, set up a pool of funds, personal finance.

The problem is that this line-by-line approach is having some trouble--it's not easy to build a "big membership system", let alone a mountain of Wanda, each with its own chain of interests. In turn, the task of diversion from the line to the line, obviously can not be handed over to the network, a daily average of IP is only about 30,000, in the Alexa overall ranking in the 100,000-odd site to complete.

So it began looking for the support of Baidu and Tencent, the largest two sources of traffic on China's Internet. Even more wonderful, they have a common enemy: Alibaba.

But the problem is here, both Baidu and Tencent have experienced well-known attempts and failures in the field of electrical business: Baidu's Consumer-to-consumer shopping website "has ah" on-line in 2008, to Baidu search for the entrance, want to cut the shopping flow Taobao to the distribution of Baidu's platform, but ultimately operating dismal, to close the end of the station; And Tencent's Consumer-to-consumer Electric network and acquisition of the consumer website easy to hear, although has the user sticky strong QQ resources, but still with the package sold to the east and the end.

Because the flow of Baidu and Tencent is not effective for electricity consumption:

Baidu has never successfully let search become the entrance to online shopping-users open Jingdong, Taobao, Beautiful said, only the goods will be the path of these platforms do not need to go through Baidu, these electric business platform is a vertical commodity search engine, and Tencent has never successfully turned its online users into a consumer of electricity business- Tencent's large revenue source has always been the virtual goods consumption, the entity product to the credit mechanism of accumulation requirements too high.

而另一方面，对用户而言，他们的吸引力又在哪儿?与京东、淘宝或是天猫相比，他们的商品会拥有更丰富的品类?更低廉的价格?更高效的筛选商品和购买的流程?更便捷的送达服务?如果做不到这些，用户凭什么要选择一个陌生的新平台?

So, when these three companies that have suffered a failure for similar reasons in the field of electrical business, it's hard to imagine how the result would be different from what it was before--in a logically illogical field that had nothing to do with the amount of investment, not much to do with the volume of the company.