It seems that a lot of people don't know this, but China doesn't have the long term domestic capital it needs for its tech sector bc its funds are still primarily 3+2 or 5+2, not 10+2 (10 year life + 2 year extension) like most USD funds. VCs, tell me how you'd deploy a 3+2 fund?
Not to mention, LPs can be really unreasonable with terms and asking you to guarantee losses, high hurdles, etc. Govt LPs will typically have restrictions on geography of investment (ie, 50% must go to my district!). So, until those things change, USD will outstrip RMB funds.
And if you didn't know before, you probably know now after Didi fiasco that it's much harder to go public in China (aside from super illiquid OTC options) than in the US, so your exit mechanisms aren't there either. All hard problems to solve.
Anyways, just wanted to point this out bc I'm tired of reading all the "China is decoupling now that it's got a lotta money" takes that are just wrong. If it does want to, it's cuz of cyber/data security & prob tensions, like I've been saying.
PS I raised money as my job before.

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More from @ruima

8 Jun
1/ Founders & investors, time for another thread by Chinaplaybook @tao_h24!
Meituan co-founder Wang Huiwen on the A/B sides of the internet, ie how do we categorize the entire Chinese internet with 1 cut? Wang suggests:
A) supplies & fulfills ONLINE
B) supplies & fulfills OFFLINE Image
@tao_h24 2/ By this measure:
A: ONLINE = video sites, livestreaming, gaming
B: OFFLINE = ecommerce, food delivery etc.

A < B in area because the size represents the industry GDP. ie retail is 10% of GDP, but IT 3% & entertainment <1%.
@tao_h24 3/ However, the size is just the TAM, A cos are better suited for the internet, being completely online end-to-end. Thus they have higher margins. B cos, supplying & fulfilling offline, have lower margins in general. This is pretty basic stuff.
Read 15 tweets
29 May
1/ A thread on why investing in consumer brands is all the rage in China right now.
I've tweeted abt Hillhouse's thoughts on this, had numerous convos w VC friends who're telling me this is 50% of their new portfolio, talked abt some of them like Shein & Genki Forest and even
2/ told you that ByteDance (10+ investments in last 5 mos) & Meituan are getting into it in a big way.
So many reasons why. On macro lvl, read this thread on how increased disposable income & foreign brand dominance means large opp for domestic brands.
3/ Another macro point, online customer acq very expensive & age of creating new ecommerce platforms is over. Existing players can take over new verticals easily. It's much better to be a brand taking advantage of the distribution that's been built out. Thus flurry of DTC deals.
Read 14 tweets
28 May
WeChat Channels (the video product) is finally kinda taking off. This year is quite crucial. Now, you can read an article & the writer can link upcoming livestreams they have & you can ask to be reminded. Or u can follow their video acct & be notified when livestream starts.
Creators are having to be "multi-SKU" to take full advantage, but it's also bringing to the video format a lot of diff content, ie serious content from writers. I pretty much only watch tech blogger / analyst livestreams, they're not gonna be on Douyin or get much traction there.
Make no mistake, a lot of entertainment livestreams exist too, but the WeChat Subscription Account ecosystem just has a different creator base beyond your avg Douyin meme-maker. BTW, wonder if Substack is watching, since core product inspired by WeChat.
Read 4 tweets
27 May
1/ Short thread on US vs Chinese enterprise software opportunity. US cos mostly "general management software" servicing all sectors (non-specific). A few vertical specific ones ie $VEEV serve industries w high share of GDP (ie finance, healthcare). What am I seeing in China?
2/ Listed enterprise software cos in China actually almost 50/50 vertical specific vs not. Few cos willing to pay for general mgmt software. Many more are willing to pay for mission critical software, ie security. Or else can't build software themselves, ie steel, energy sectors.
3/ GDP contribution / weighting diff. In China, SOEs acct for a lot more of GDP (30-40%). So you gotta be able to sell to these. But they have diff purchasing decisions, really like customized solutions, etc. If you only sell to other software cos, hard to get very big.
Read 7 tweets
20 May
1/ Thread on Genki Forest, aspiring to be "China's Coca-Cola." (Sequoia backed, $6Bn valn)
You know how investing in domestic consumer brands have been a China VC obsession in the last few yrs? (If u didn't know, u need to follow me hah!)
Cuz everything is abt the 3 Body Problem.
2/ No, really. It's the metaphor all these entrepreneurs use. Remember "dimensionality reduction attack" in the book? The 4D beings came & wiped out us 3D ones? Well, thinking & acting as internet founder is like being in 4D, now just go attack a traditional lower-D industry.
3/ So how does Genki Forest 4D-attack beverage cos?
First, the founder Binsen Tang got his teeth cut in social gaming. (Kinda reminds u of Colin Huang of Pinduoduo?)
So Genki does everything as if its software.
Its R&D timeline is much faster than incumbents.
Read 7 tweets
20 May
1/ So Zhang Yiming no longer wants to be CEO of ByteDance Global. What do we know about him? Sure, he's super low key. But he's actually really open when it comes to talking about learning. So here are the books he says that have changed his life, they may surprise you:
2/ The Road Less Traveled by M. Scott Peck, MD. "A psychiatrist suggests ways in which confronting and resolving problems, a painful process most people try to avoid, can lead to greater self-understanding and spiritual growth."
3/ A Sense of Urgency, John Kotter.
The book is about change management, but the concept that Zhang Yiming took away from it that he talks about all the time is delayed gratification. Not just at the individual but also at the corporate level.
Read 7 tweets

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