1) Let's talk about a growth hack that Chinese apps use to get those eye-watering DAU and user numbers.
It's 地推 aka field sales but not as we know it. An entire ecosystem springs up to take advantage of sign-up subsidies to hook some bargain hunting users.
2) While chillin' with @passluo today in Chengdu, we were approached by university students who asked us whether we had Kuaishou Express app. If we downloaded the app, the students earn 8 RMB / $1.25.
We Pass'ed...hoho
Pass proceeded to school me on how app sign-ups are done
3) Turns out consumer apps will have 'co-operation partners agreement' with 3P companies when they are pushing out new apps. For every new user that signs up, these companies get a fee ranging from 50 RMB - 10 RMB / $7 - $1.5(depending on the app and region)
4) Each user isn't much but scaled up, that could be a business. So these companies will pursue a variety of tactics
- get university students to hit up pass bys on busy streets
- set up shops outside heavily foot trafficked areas like shopping centres and give out goodies
5) A quick search on the internets reveals a variety of these stalls that gives out cheap goods in return for users to sign-up. A Zhihu (Chinese Quora) even list the prices for these gifts (toy gun - 4 RMB, tissue - 1 RMB, all procured from Pinduoduo)
6) Accounting for cost of gifts, labour costs and everything else, the company can still turn a profit at scale if they sign up 120-150 people a day.
Interesting it's a third party who's organising all of this, the consumer apps themselves just sit back and payout.
7) It's probably a win-win-win set-up, the consumer app company gets users in a hard to reach area (usually lower-tier cities that aren't heavily penetrated), the third companies make a profit and the user walks away with a new app and maybe some eggs or TP.
8) This kind of offline typically acquisition doesn't work in the west given how high labour costs and gifts are.
Remember the gifts are on top of the in-app subsidies a new user gets upon joining.
9) Pass made a poignant point on how the actual heavy lifting of a lot of consumer app companies, user sign-ups, deliveries and community group management are all done by local workforces not directly on consumer tech's payroll.
The hidden masses that keep the machines running.
I'm writing threads like this for the rest of May, follow me if you'd like these to spam your TL.
Thanks to @passluo for the thoughts and a great walk around Chengdu today!
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1) Let's talk about Bytedance's product offerings and what that means for their future.
I went down a rabbit hole and this is what I've got on them after a few hours of googling. ~50 active apps and offerings.
2) A few things stand out, Bytedance lives up to their nickname of being a super app factory. But it's also surprising that they've made a number of acquisitions as well.
They seem increasingly focused on verticals esp edtech, B2B and potentially healthcare
3) They have been buying more community apps than building them. Does this mean their flagship algo is more suitable for centralised content delivery versus delocalised community content?
Or maybe scaling community is just very hard?
1) Let's talk about the international investment strategy of Tencent and Alibaba (and how this differs from their domestic strategy).
Both are kingmakers in the Chinese ecosystem as they bring value-add. But how does this translate once they turn towards international markets?
2) Domestically, Tencent and Alibaba are tier 1 investors in the Chinese VC system. What they bring to the table is traffic in the form of being allowed access to closed garden ecosystems.
Non-Tencent invested companies (aka Douyin) are cut off from sending links on wechat.
3) They are still 'strategic investors' at the end of the day, and similar to CVCs of the West, investment decisions will involve both financial and strategic considerations.
Their investment decisions will typically involve input from both business units and the investments.
1) Let's talk about how Taobao (of Alibaba) approaches selling apparel in different way to Amazon (and why I think its better).
It's a mix of product design which mirrors the shopping experience, sophisticated AI recommendations and superior customer service (even to Amazon)
2) Amazon has a product philosophy of selling based around SKUs and high intent search. When I open the app and search for items, I often wouldn't see the same item twice. As the sellers are all aggregated around the same product SKUs.
The platform is geared towards utility.
3) Taobao's designs reflect an understanding that apparel (especially non-basic clothing) is around mimetic desire.
Their search pages will often show the very similar items sold by different shops in lifestyle photo spreads. It's also highly tailored to your previous browsing
1) Let's talk about Tencent Music ($TME) which at a market cap of $29.5bn is the largest music platform in China.
Its strategies for success, positioning and where its future is.
2) Tencent Music today is a consolidated entity between three big music brands QQ music, KuGuo and Kuwo (and a few smaller brands).
Each of these brands has a different positioning from its legacy user base. Though an inorganic evolution, this is great brand strategy
3)
- KuGuo - blue-collar, 25-30 year old
- QQ music - White-collar professionals, students
- Kuwo - Married 30-40 year olds typically has kids
Each of these groups has different purchasing capacity, interests and music interests. Having sub-brands allows more precise targeting
In 2017, Ctrip was the undisputed OTA market leader with ~50% of China's online hotel bookings. They quashed competitors and lead a consolidation of the OTA market.
By 2018, they had lost all of that to Meituan.
Wtf happened?
2) The one KPI that rules Chinese consumer super apps - Meituan's secret sauce and their reason for all in on Community Group Buying (CGB)
It's not DAU, it's not AOV, it's not GMV
It's the frequency of use per day
3) I've said this many times, relative to western consumer tech companies, who tend to focus on “serving a function” as their core mission, Chinese companies tend to focus on “owning the user” as their core mission.
I propose a theory of digital transformation journey called Digitalisation-Cloud-Automation journey (DCA journey for short) and argue that each stage of the DCA journey enabled subsequent stages to occur for the West.
2) The journey is sequential as each step unlocks new business models and technology needs that would be unfeasible or unwanted at an earlier stage.
3) This development sequence is the assumed path for cloud adoption and growth of SaaS, but not so for China. China is undergoing all three stages of digitalisation, cloud adoption and automation concurrently rather than sequentially.