The battle of mobile internet: the link service is going to be three-dimensional

The mobile search market has seen several players enter the scene in a subtle way: Sogou, backed by Tencent; Alibaba, through UC and Shenma search; and 360 quietly launching its own "360 Search." The term "disruption" is being used frequently. Mobile search has suddenly become a hot topic, but everyone knows that it's not easy to dominate this space. In my view, behind this surge lies a three-dimensional competition in the mobile era. The ability to connect and deliver services has become a key barrier in the race for dominance. In the past, the focus of competition was mainly on the PC side, where interaction relied on a keyboard and mouse. Users had to open their computers, then launch a browser, or open QQ for chatting. Each platform had clear boundaries, and people built their own "moats" around them. After two decades of development, the ecosystem has stabilized, with each player claiming their territory. Through connections between people and information, people and goods, and people and people, the three giants—Baidu, Alibaba, and Tencent—have established themselves. While they compete, they don’t provoke outright conflict. This kind of competition was more like a flat, two-dimensional battle. However, with the rise of the mobile internet era, everything has changed. In Mary Meeker’s “Internet Trends Report 2014,” the word “reconfiguration” was repeatedly emphasized. On the end side, always-on smartphones and sensors collect real-time data, which is then processed through cloud computing and big data to truly understand user needs. That’s also why many companies are investing heavily in wearable devices. In this context, an application that can interpret user needs, distribute tasks, and package them becomes essential. Often, the most valuable asset is user-triggered data. Once decoded, the long-term benefits far exceed immediate consumption. This is where search companies shine. In the mobile era, Baidu and Google have gained a competitive edge. For example, Google’s ARPU (Average Revenue Per User) on mobile is about $40, six times that of Facebook and twenty times that of Twitter. This shows that mobile search holds significantly more value than social platforms. Imagine you used to open multiple websites and apps for shopping or information. Now, a single search app can do it all. Features like “breaking shell search” and “light applications” aim to provide a one-stop solution. From this perspective, the search app is no longer just a tool—it’s evolving into a service-driven “helper” or “housekeeper” with great potential. For instance, you don’t need to tell it, “Sweep the floor” or “Wash my clothes.” It will automatically detect the need and act. Because of the deep understanding of your habits, it knows what you like to eat, what underwear you wear, and even helps you get it without you asking. Once this habit forms, the dependency becomes strong, and substitutability drops significantly. This means that the competition is now three-dimensional. Simply providing information, social features, or commerce isn't enough anymore. Everyone is pushing toward integration, aiming for that “one-stop service” model. It’s clear that today’s competition has shifted from flat to three-dimensional. Companies are entering each other’s domains. Whether it’s WeChat launching “WeChat Shop,” Baidu building a complete payment system, or Alibaba expanding into hydropower payments via Alipay, these are all efforts to strengthen the “service” ecosystem. **Service: The Key to Mobile Competition** A famous saying goes: “The user wants a hole in the wall, not a hammer.” As technology evolves, the mobile internet is moving closer to this ideal. If something is just a tool, it can be easily replaced. But if it’s a service, it creates a lasting value. Alibaba is a good example—they’ve been trying to move Alipay from a tool to a service. Similarly, when selling products, a street vendor can be replaced by another. But if you run a seafood restaurant, you’re not just selling food—you're offering a service. And that service has high barriers and user loyalty. Previously, search was a traffic game. Users came to find information and then left. If they needed to buy something, they went to Alibaba. But in the mobile era, search has transformed. People now realize that search doesn’t always mean searching—it can be seamless, intuitive, and integrated. Over time, we see that the focus of competition is shifting toward building “service barriers.” For example, seeing a beautiful dress and snapping a photo, then instantly viewing the price, style, and placing an order—all in seconds. This is not a fantasy. Metcalf, the inventor of Ethernet, proposed the law that network value grows proportionally to the square of the number of users, creating a “winner-take-all” market. The gap between the leader and the second place is huge and growing. When everyone’s strategies converge, who would dare to let others relax and grow? From this perspective, the mobile internet competition is a marathon. BAT must build ecosystems, not just take tickets. They are part of the ecosystem, and as it develops, they will become the water sellers in the gold rush, providing basic services and delivering a core “service experience.” As *Connected* magazine once wrote in its article “Web is Dead, Internet Lives Forever”: “We are gradually abandoning the open and free Web, seeking simpler, more fashionable, and more comfortable services.” This is how humans progress, and we look forward to better service in the future.

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