1) So China's version of the office communication software war is between DingTalk (of Alibaba) and Lark (of Bytedance).
WeChat Enterprise has pivoted to become a retailer focused B2B2C coms tool.
I've heard good things about Lark but think DingTalk will win the market
2) Both gained traction during Covid lockdown but DingTalk's adoption is way ahead. In Nov 2020, according to Caixin, DingTalk's MAU was 173 million while Lark had 1.5 million MAU.
DingTalk was prolific and latched on to schools and service sector early.
3) Both are software created for internal need. Given Chinese tech's love of making a cost centre into a revenue line, both were then offered to the market for free.
The interesting thing about internal software, is that they mirror the originator's organisational culture
4) DingTalk has gone for a very top-down hierachial play. Employees punch in daily (yes, they have to sign in before a certain time), go through facial recognition software to prove it's them. Have geo-locate turned out if they took a sick day at the office.
5) You can see whether a message was read, whether homework is accessed, there's a 'ding' noise everytime the notification goes off.
Not every office have these functionalities all turned on. And some offices do.
But the functionalities are there. For every office.
6) The features set pissed off Chinese students so much, they co-ordinated a massive review spree on the App store to get DingTalk delisted in early 2020.
7) Lark on the other hand, have the halo of being imbued with Bytedance's hyper efficient culture. It's a mis-mash of Slack, Zoom and Notion with never ending internal tooling for department communication.
People seem to like it. Or at least, they prefer it over DingTalk.
8) So while Lark might have a superior product (and both products are free rn), I think DingTalk is still going to do better because 1) It's control structure appeals to the buyer aka head of organisation 2) Workflow tooling is a culture practice that not all Chinese firms adopt
9) And last but not least - most firms still use Wechat as the default office communication tool, so inertia is high for bottom-up adoption.
Another race of adoption would be whether each can get an app ecosystem around them, and that one is beginning.
I wrote more about Chinese cloud here (also part three which is paywalled does talk a bit about Ali's ecosystem play but not extensively. Piece for another time)
1)The second to last of my convo with Mike from WCM:
“A big trend for Chinese software over the next 10-20 years will be internationalization. We are the first innings of this today. For some tech companies, I suspect the future profit pool globally will be bigger than China...
2) We've seen a couple of big success stories: Zoom and Tiktok have emerged just in the last couple of years. But I think that's the tip of the iceberg.
There are two kinds of plays here.
3) The first is consumer internet/gaming, China is on the bleeding edge. It's almost inevitable that Chinese companies will seek to export business models to the rest of the world.
Examples: Bigo, Yalla, Tiktok, Crossfire (sort of), etc.
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.
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
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.
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.
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.
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.
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)