「Video of the Week」David Rubenstein Conversation With BlackStone Chairman & CEO Stephen Schwarzman

MIT’s new college of computing was formed on Sep 11 2019, enabled by Schwarzman’s $350 million donation.

And Schwarzman’s new book is out – What It Takes: Lessons in the Pursuit of Excellence

「What’s News In China」Alibaba + Vanguard, First Index Option In Mainland China, China’s Most Valuable Brand

Alibaba (NYSE: BABA) affiliate Ant Financial and Vanguard, the $5.9T U.S.-based asset manager, formed a joint venture to bring a streamlined and broadly available investment advisory service to retail consumers in China. // prnewswire


China’s first mainland stock index options will debut on China Financial Futures Exchange (CFFE) on Dec. 23. The options are tied to the Shanghai and Shenzhen stock exchange-based CSI 300 Index and the minimum account threshold is RMB500K. It is the fourth risk management hedging tool for the mainland stock market. Previous options included CSI 300 Stock Index futures, CSI Smallcap 500 Index futures and SSE 50 Index futures. // YiCai


Moutai/Maotai is the most valuable brand in China. Hurun released its Most Valuable Chinese Brands list on Dec 12 – Kweichow Moutai ranked top with RMB 640 billion brand value. It maintained the title for the second year running. Maotai /Moutai is a brand of baijiu; the company booked over RMB 22 billion revenue and RMB 10 billion net income in 2019Q3. // AsiaTimes

 

「What’s News In China」

Dinsey Shanghai began construction for the new Zootopia-themed (疯狂动物园主题) expansion. Zootopia will be Shanghai Disneyland’s eighth themed land. It will also be the first Zootopia-themed expansion at a Disney park worldwide. On Dec 9, the construction has officially started; the plan was first announced in January this year. In China, Zootopia is the 2nd best-selling movie in 2016 and the 2nd best-selling anime movie in history as of 2019. // YiCai


Bilibili (哔哩哔哩) just paid RMB 800 million (US$ 113 million) for e-sport broadcast right. Trying to capture the market potentials in e-sports and live-streaming in China, Bilibili (NASDAQ: BILI) has reportedly spent RMB 800 million (USD 113 million) on a three-year exclusive agreement to broadcast the Riot Games’ League of Legends (LoL) World Championship in China. The 2018 LoL World Championship has 99.6 million unique viewers. // KrAsia | 36Kr


BCG opened its Asia-Pacific center for digital services in Shenzhen. Opened on Dec 6, the new DigitalBCG Immersion Centers in Shenzhen is the firm’s fifth global center for digital transformation after Silicon Valley, Paris, New York and Bangalore. // prnasia

「News of the Week」A letter from Larry and Sergey

Google’s co-founders retired from management positions in Alphabet and wrote a blog to the public;

They will continue their involvement as co-founders, shareholders and members of Alphabet’s Board of Directors.

Sundar Pichai, CEO of Google, becomes CEO of both Google and Alphabet.

Alphabet’s press release on Dec 3.

WSJ – Google Management Shuffle Points to Retreat From Alphabet Experiment

Dots to connect: Waymo’s rollout, potential spin-off of independent assets, Alphabet’s bottom-line, more detailed reporting, internal control issues, etc.


Our very first founders’ letter in our 2004 S-1 began:

 

“Google is not a conventional company. We do not intend to become one. Throughout Google’s evolution as a privately held company, we have managed Google differently. We have also emphasized an atmosphere of creativity and challenge, which has helped us provide unbiased, accurate and free access to information for those who rely on us around the world.”

 

We believe those central tenets are still true today. The company is not conventional and continues to make ambitious bets on new technology, especially with our Alphabet structure. Creativity and challenge remain as ever-present as before, if not more so, and are increasingly applied to a variety of fields such as machine learning, energy efficiency and transportation. Nonetheless, Google’s core service—providing unbiased, accurate, and free access to information—remains at the heart of the company.

 

However, since we wrote our first founders’ letter, the company has evolved and matured. Within Google, there are all the popular consumer services that followed Search, such as Maps, Photos, and YouTube; a global ecosystem of devices powered by our Android and Chrome platforms, including our own Made by Google devices; Google Cloud, including GCP and G Suite; and of course a base of fundamental technologies around machine learning, cloud computing, and software engineering. It’s an honor that billions of people have chosen to make these products central to their lives—this is a trust and responsibility that Google will always work to live up to.

 

And structurally, the company evolved into Alphabet in 2015. As we said in the Alphabet founding letter in 2015:

 

“Alphabet is about businesses prospering through strong leaders and independence.”

 

Since we wrote that, hundreds of Phoenix residents are now being driven around in Waymo cars—many without drivers! Wing became the first drone company to make commercial deliveries to consumers in the U.S. And Verily and Calico are doing important work, through a number of great partnerships with other healthcare companies. Some of our “Other Bets” have their own boards with independent members, and outside investors.

 

Those are just a few examples of technology companies that we have formed within Alphabet, in addition to investment subsidiaries GV and Capital G, which have supported hundreds more.  Together with all of Google’s services, this forms a colorful tapestry of bets in technology across a range of industries—all with the goal of helping people and tackling major challenges.

 

Our second founders’ letter began:

 

“Google was born in 1998. If it were a person, it would have started elementary school late last summer (around August 19), and today it would have just about finished the first grade.”

 

Today, in 2019, if the company was a person, it would be a young adult of 21 and it would be time to leave the roost. While it has been a tremendous privilege to be deeply involved in the day-to-day management of the company for so long, we believe it’s time to assume the role of proud parents—offering advice and love, but not daily nagging!

 

With Alphabet now well-established, and Google and the Other Bets operating effectively as independent companies, it’s the natural time to simplify our management structure. We’ve never been ones to hold on to management roles when we think there’s a better way to run the company. And Alphabet and Google no longer need two CEOs and a President. Going forward, Sundar will be the CEO of both Google and Alphabet. He will be the executive responsible and accountable for leading Google, and managing Alphabet’s investment in our portfolio of Other Bets. We are deeply committed to Google and Alphabet for the long term, and will remain actively involved as Board members, shareholders and co-founders. In addition, we plan to continue talking with Sundar regularly, especially on topics we’re passionate about!

 

Sundar brings humility and a deep passion for technology to our users, partners and our employees every day. He’s worked closely with us for 15 years, through the formation of Alphabet, as CEO of Google, and a member of the Alphabet Board of Directors. He shares our confidence in the value of the Alphabet structure, and the ability it provides us to tackle big challenges through technology. There is no one that we have relied on more since Alphabet was founded, and no better person to lead Google and Alphabet into the future.

 

We are deeply humbled to have seen a small research project develop into a source of knowledge and empowerment for billions—a bet we made as two Stanford students that led to a multitude of other technology bets. We could not have imagined, back in 1998 when we moved our servers from a dorm room to a garage, the journey that would follow.


Sundar sent the following email to Googlers on Tuesday, December 3:

Hi everyone,

 

When I was visiting Googlers in Tokyo a few weeks ago I talked about how Google has changed over the years. In fact, in my 15+ years with Google, the only constant I’ve seen is change. This process of continuous evolution — which the founders often refer to as “uncomfortably exciting” — is part of who we are. That statement will feel particularly true today as you read the news Larry and Sergey have just posted to our blog.

The key message Larry and Sergey shared is this:

 

While it has been a tremendous privilege to be deeply involved in the day-to-day management of the company for so long, we believe it’s time to assume the role of proud parents—offering advice and love, but not daily nagging!

 

With Alphabet now well-established, and Google and the Other Bets operating effectively as independent companies, it’s the natural time to simplify our management structure. We’ve never been ones to hold on to management roles when we think there’s a better way to run the company. And Alphabet and Google no longer need two CEOs and a President. Going forward, Sundar will be the CEO of both Google and Alphabet. He will be the executive responsible and accountable for leading Google, and managing Alphabet’s investment in our portfolio of Other Bets. We are deeply committed to Google and Alphabet for the long term, and will remain actively involved as Board members, shareholders and co-founders. In addition, we plan to continue talking with Sundar regularly, especially on topics we’re passionate about! 

 

I first met Larry and Sergey back in 2004 and have been benefiting from their guidance and insights ever since. The good news is I’ll continue to work with them — although in different roles for them and me. They’ll still be around to advise as board members and co-founders.

I want to be clear that this transition won’t affect the Alphabet structure or the work we do day to day. I will continue to be very focused on Google and the deep work we’re doing to push the boundaries of computing and build a more helpful Google for everyone. At the same time, I’m excited about Alphabet and its long term focus on tackling big challenges through technology.

The founders have given all of us an incredible chance to have an impact on the world. Thanks to them, we have a timeless mission, enduring values, and a culture of collaboration and exploration that makes it exciting to come to work every day. It’s a strong foundation on which we will continue to build. Can’t wait to see where we go next and look forward to continuing the journey with all of you.

– Sundar

CB Insights: Everything You Need To Know About What Amazon Is Doing In Financial Services

A 2018 report by CB Insights.

A good reading as I was thinking about future payment industry (also you can find a previous post on How Card Networks May Fail: Top Merchants With Gift Cards + Mobile Wallet)

Full report here; table of contents below

  1. Amazon’s product strategy
    Payments
    Cash
    Lending
    Amazon’s Next Financial Pillar
  2. Market strategy outside the US
    India
    Mexico
  3. Rumors: What will Amazon do next?
  4. Closing thoughts

Some Wisdom From LEAD Class

  • Team Culture is better thought of as an outcome than as an input.
  • Find proper balance of advocacy and inquiry
  • Organizational design can be a source of innovation and competitive advantage
  • Distinguish between performance gap and opportunity gap

Some common bias/problems

  • Attribution Error
  • Failure to discuss and integrate uniquely held information
  • Intention vs impact from ourselves and others
  • Growing without transition from informal to formal organization

「Shoe Dog」Nike’s CRM Started In 1966..

Sharing an except from Nike founder Phil Knight’s book Shoe Dog:

“…when he [Johnson] wasn’t selling, he was beaverishly building up his customer data files.

Each new customer got his or her own index card, and each index card contained that customer’s personal information, shoe size, and shoe preferences. This database enabled Johnson to keep in touch with all his customers, at all times, and to keep them all feeling special. He sent them Christmas cards. He sent them birthday cards. He sent them notes of congratulation after they completed a big race or marathon. Whenever I got a letter from Johnson I knew it was one of dozens he’d carried down to the mailbox that day. He had hundreds and hundreds of customer-correspondents, all along the spectrum of humanity, from high school track stars to octogenarian weekend joggers. “

This where Nike’s superior customer relationship management came from… two years after Nike was founded.

More recently, Nike’s SNKRS app launched in 2015 was a hit. The app is where many head for a chance to get Nike limited releases and special products.

Source: sneakernews.com

It’s become Nike’s latest way to game supply and demand of hyped products. SNKRS keeps shoppers hungry by sending out regular push notifications about drops every week. When consumers inevitably flood the app for the release, many take an L, walking away empty handed. A share of those who do get the shoes never wear them. Instead, they immediately resell them for multiples of what they paid, fueling the burgeoning resale market. [Quartz]

And Nike just launched Chinese version of its Nike App in November, with Nike Fit and Nike App Retail expected to launch next year in China.

How Card Networks May Fail: Top Merchants With Gift Cards + Mobile Wallet

In the US, as top merchants getting bigger, they are able to drive the adoption of cash-like mobile wallets, internalizing more transaction infrastructure, cutting payment networks’ growth & profitability.

We have already seen the success of Starbucks’s mobile order & pay, launched at the end of 2014. The combination of its mobile app, (gift) cards and cash-like value in the app reduces the overall transactions costs of Starbucks purchases. Other benefits like managing the loyalty program and mobile orders/pick-ups makes it the role model that big merchants (like Walmart) wants to follow.

Currently, some merchants are offering co-branded credit cards at the same time. But I think the long-term goal is to promote the usage of their own mobile app and cash (e.g. Starbucks credit card comes with an annual fee that I think is discouraging people from using the card in the long-term but can be used as a market tool for now). They can reduce (most of) the transaction costs and own the data (e.g. payment networks can only touch the reloading part of Uber Cash, but not the transactions made via Uber Cash – no fees, no data).

「What’s News In China」

Alibaba raised ~$11.2 billion in Hong Kong Stock Exchange, offering stocks at HKD$176 per share. With Hong Kong exchange relaxed its rules around “one share, one vote”, Alibaba (NYSE: BABA) is able to list its shares on HKEX again. It is the world’s largest listing so far this year. The overall sum raised could rise to nearly US$13 billion if the underwriting banks exercise an option to sell 15% more shares. // WSJ


Walmart announced on Nov 21 that it plans to add 500 new stores in China over the next five to seven years. It will also remodel more than 200 stores in China over the next few years, adding features such as self-service cash registers where customers can pay using facial recognition. The company’s China sales grew 6.3% last quarter, higher than its 2.5% growth worldwide. // CNN


Kuaishou (快手), the main competitor for Douyin (Tik Tok) in China, to become the exclusive partner for 2020 Chinese New Year Gala. The Chinese New Year Gala (春晚), or Spring Festival Gala, is the most watched annual television broadcast and Kuaishou will be the exclusive partner for 2020 to send red pockets (红包) to audience. Last year, Baidu was the exclusive partner to promote the use of its digital wallet. spending over ¥1 billion in red pockets. Kuaishou has achieved 200 million DAU in 2019 and the target is 300 million. // Jiemian

「News of the Week」Japan’s New Internet Giant

WSJ – Yahoo Japan and Chat App Line Agree to Merge

SoftBank’s announcement

As part of the deal, SoftBank Group subsidiary SoftBank Corp. and Naver said they would buy all the shares in Line not already owned by Naver at ¥5,200 ($47.78) a share. Naver owns 72.6% of Line as of Monday. SoftBank Corp. and Naver will pay ¥170 billion ($1.56 billion) each to buy those Line shares, SoftBank said.

Line Pay has 37 million users and PayPay, operated jointly by SoftBank and Yahoo Japan, has 19 million. (Nikkei)

Source: WSJ, Bloomberg

Dots to connect: competitions in ads, e-commerce, payment in Japan, monetization on 82 million Line MAU, Japan moving to cash-less, SoftBank’s consolidated financial performance, new superapp, etc.