1) I spoke to the China fund PM of a $90bn AUM asset manager who had a good take. Mike of WCM thinks anti-monopoly enforcement in China will be good for investors in the long run.

(Sidenote: WCM is hiring a China analyst - JD here linkedin.com/jobs/view/2395…)
2) Most investors’ natural tendency is to invest in dominant businesses. Especially in monopolies given their economic moats and very high margins / ROICs.
Mike thinks this might not be the right approach.
3) With dominance, businesses can lose the drive and pressure that made them great. The more profitable the business, the more difficult it is to keep the company’s culture sharp.
“It’s tough to get up at 5 am to train when you’ve been sleeping in silk pyjamas”. Marvin Hagler
4) In China tech, where disruptive risk is rampant, achieving dominance can be a future warning. It may mean that the company’s moat has peaked. This cultural deterioration can show up as insularity or simply laziness.
5) More interestingly, the forms of the culture can be preserved but not the substance. 996 culture but it’s all facetime and bureaucracy. Real work only gets done at night. Decision making slows. Adaptability and ability to act diminishes. People work harder for fewer results
6) There are examples of this already. Baidu is the most well-known one. Their dominance was remarkably short-lived, and maybe a big part of the culprit was culture. As search lost its place as the internet entryway, they failed to adapt.
7) Mike holds up CTrip as another example. They gained a dominant position after merging with Qunar, but largely ignored the attack from Meituan until it was too late. Tencent and Alibaba are not immune from this worry either
8) Taking this logic further: some competition can be a good thing! Mike hear from management teams all the time: “We welcome competition. They make us better.” He used to think it's an act for the benefit of investors and regulators. Now he thinks there's a grain of truth to it
9) Lastly, it could be that anti-monopoly enforcement in China will be good for investors in the long run. The companies once again have existential threats and can stay hungry while newcomers can grow the pie for everybody.
WCM is recruiting a generalist China analyst. If you are passionate about doing deep fundamental research in China and want to do it as a part of a tight-knit, collaborative, and slightly irreverent team (or if you know someone who’d be perfect) linkedin.com/jobs/view/2395…
Tweets kindly brought to you by WCM via LL.

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More from @lillianmli

10 Jun
1) I spoke with the China-focused portfolio manager of a $90bn AUM fund.

Mike Tian of WCM thinks Chinese tech who focuses on asset and operationally heavy businesses are more attractive investments then than asset-light businesses.

Counterintuitive, but here's why:
2) The conventional thinking is for internet companies to be 'Light': asset-light, people light, outsource all the ‘grunt work’ to the ecosystem, focus on ‘platform’, earn high margins and high returns on capital.

Mike thinks this might be a mistake
3) With heavier operational and asset business, while the initial outlay is higher, there’s also a chance of cultivating a wider moat. Especially true in China as big internet businesses are cross-vertical ecosystems, and barriers of entry for light businesses are very low.
Read 17 tweets
8 Jun
1) Let's talk about how the business models of Chinese edtech unicorns Zuoyebang (作业帮), Yuanfudao (猿辅导) and VIPKids were such a success and completed billions in fundraise and hired thousands in 2020 alone.

And also how the methods of their success came back to bite them. Image
2) There's a whiff of old wine in new bottles with these tech platforms, the B2C business model boils down to paid packages for K12 online lessons with brand name teachers. Covid accelerated homeschooling for these to become a hot 2020 fengkou.
3) The offering (numbers from GSX) there's a trial package for 49 RMB which includes a lecture with a teacher typically from a brand name school and scores of teaching accolades. Followed by 1-to-1 tutoring to go over specific points with the student.
Read 14 tweets
13 May
1) Let's talk about the history of JD.com and its complicated founder Richard Liu - a man who grew up in poverty and arrived in Beijing with 76 eggs.
Today JD.com is worth $110bn and has 3 successful spinouts to its name.
2) Growing up in a small village Jiangsu, Liu had no stable electricity or running water. Meat was a treat served on special occasions, and his grandmother would bribe the butchers with peanuts for a fattier cut each year.
3) In middle school, he took his entire savings of 50 RMB and went to Nanjing by way of Xuzhou. In Nanjing he saw the Jinling Mansion Hotel, a 37-story building, the tallest he had ever seen.
He realised there was an entire world outside of Suqian and he wanted to see it.
Read 20 tweets
10 May
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)
Read 10 tweets
8 May
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. Image
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?
Read 13 tweets
6 May
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.
Read 17 tweets

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