Week in China

Under the Radar — Week In China

When Google launched its email service in 2004, only people who had been invited to join the network could open Gmail accounts. The invite-only system made Gmail appear exclusive, so naturally more people wanted in. But it wasn’t a marketing ploy. Gmail had to limit membership because it didn’t have sufficient infrastructure to provide the service for everyone.

When OnePlus, a fast-growing Chinese smartphone brand, debuted in 2014, it adopted a similar tactic. Co-founder Carl Pei explained: “The invite system allowed us to scale our operations and manage our risks to help us grow more sustainably.” Essentially, it meant the four year-old company avoided overstocking. But, as with Gmail, by keeping the phone ‘exclusive’, it helped generate buzz.

This week OnePlus launched its seventh iteration, the OnePlus Six. Although it ditched the invite-only sales system in 2016, the company still keeps tight control over its distribution, forcing most purchases to be made online. But in India, where OnePlus made 35% of its total $1.4 billion in sales in 2017, the company has opened 10 physical stores to help sales and aftercare.

Vikas Agarwal, general manager at OnePlus India, claims OnePlus is now the “biggest Android premium smartphone brand” in the country. According to Counterpoint Research, the third and fourth most popular brands in India last year were Vivo and Oppo. Despite being competitors, the three brands are all linked to one man: Duan Yongping, the founder of BBK Electronics.

BBK (or Bu Bu Gao) was set up by Duan in 1995. It was the second household name Chinese brand Duan has created.

Born in 1961, Duan joined Zhongshan Yihua Group in Guangdong province in 1989 as the manager of a small factory. He used his position to establish a unit called Subor, which produced video game consoles in competition with Japan’s Nintendo.

The most memorable product made by Subor was an educational console, which featured a computer keyboard with ports for data cartridges and a couple of adjoining game controllers. The cartridges stored video recorded lessons to enable students to learn the English language by responding to prompts using the controllers.

The cheap console gave many young Chinese an introduction to computing and its popularity was reflected in Subor’s finances. When Duan joined Yihua it was Rmb2 million in debt, but by 1995 annual profit had exceeded Rmb1 billion ($157 million).

Despite the success Duan was only earning a meagre salary. He had lobbied Zhongshan Yihua to spin off Subor and give him a stake in the new enterprise, but he was rejected. It became a very public business dispute. The outcome: Duan left and founded BBK, taking a few promising team members with him.

Given his frustrations at Subor, Duan made sure he carved out a sizeable 70% stake in BBK for himself. The company began producing audio-visual products such as VCD and DVD players.

In 1999 and 2000, Duan became the highest bidder on state broadcaster CCTV’s annual auction of its prime-time advertising slots, splashing out Rmb300 million. The huge gamble paid off. BBK became a household name and subsequently the leading maker of VCD players.

Duan was quick to see the potential of mobile phones and later the mobile internet. BBK’s Oppo and Vivo were initially derided as cheap imitations of Apple’s iPhone. But through smart marketing the pair became amongst the country’s best-selling smartphones (see WiC358 for our analysis of Oppo’s rise). In 2016, sales of the two brands actually bumped the iPhone out of China’s top three positions.

More than a decade earlier Duan had spoken to Harvard China Review about his business philosophy: “I am never afraid to follow others. Actually my business has never been an initiator of an industry. Instead, we analyse vulnerabilities of the leading companies in a certain industry and then try to establish our own stronghold.”

This ethos likely contributed to the establishment of OnePlus, which was co-founded in 2013 by Oppo’s former vice president Pete Lau. The company drew comparisons to Xiaomi at its launch, because both produced low-price premium smartphones with sales made exclusively online.

Lau was an early BBK employee, joining in 1998. According to Medium, Lau paid a visit to his mentor and former boss Duan to seek advice before initiating OnePlus. Duan’s pedagogical stature is one of the many reasons he’s sometimes dubbed “the Chinese Warren Buffet” and why Lau looked for his backing.

Peter Fuhrman, founder and chairman of Shenzhen-based advisory firm China First Capital, has followed Duan’s business career and admires what he has achieved. As he points out, “No one has succeeded for so long, or so well, in such a brutally tough global industry as Mr Duan. He’s earned a spot among the business immortals of the past century. Only he and Samsung managed the transition that left Blackberry, Nokia, Sony Mobile, Motorola as roadkill. He rose to the top originally by making simple, cheap feature phones, then more or less chucked that whole business away to create and back three new companies for the smartphone industry, Oppo, Vivo and OnePlus. All are doing outstandingly well. Their success is built on another aspect at which Duan excels as few, if any ever have – creating a hugely-efficient, high-quality manufacturing base in Dongguan turning out phones for all three, backed by what may well be the world’s most efficient global electronics supply chain.”

Duan is evidently happy to be compared with Buffett. In 2006, he paid $620,100 to have lunch with the Sage of Omaha. Duan told media after the charity luncheon, “I had already learned a lot from Buffett, so I was hoping for a chance to thank him.”

Having emigrated to the US in 2001, Duan has been taking a more active interest in managing his own money, rapidly growing his equity portfolio.

An initial investment was a $2 million cash injection into NetEase. The firm had almost gone bust following the dotcom crash and its share price had plummeted to just $0.80. According to China Investor, Duan determined that the company still had potential, so he took the plunge. Within two years he’d made a return of 100-times on his investment.

Duan also made a large investment in GE after its shares slumped following the 2008 financial crisis, buying shares at $6 each and quickly doubling his money.

His steely nerves ensured he held onto his stake in Kweichow Moutai when the baijiu maker’s stock price halved in 2014. Duan entered at Rmb180 in 2012; today Moutai trades at over Rmb700.

“The money I’ve earned on the back of investments is so much more than what I earned from 10 years of doing business,” he surmised. According to the latest Hurun report, Duan is now worth $1.3 billion – but there are some in China who think his wealth could be many multiples of that Hurun estimate, and he might even be one of China’s richest men.

It’s hard to know: many of his investments aren’t public. But in Chinese business circles few would disagree that he is shrewd at finding and backing talent.

For instance, also present at the 2006 Buffett lunch was Colin Huang Zheng, who would later found Pinduoduo, one of China’s 164 unlisted unicorns. The e-commerce platform has been described as the fastest growing app in the history of the Chinese internet (see WiC404), and Huang has long been viewed as a key Duan protégé.

“He is above all a great manager and motivator of people, of putting strong people in leadership positions and then letting them get on with their business, with minimal intervention from him at the top,” comments China First Capital’s Fuhrman. “From hands-on executive to hands-off semi-retired chairman, Duan has excelled across his career in very different roles.”

Despite his successes in the business and investment fields, it seems Duan would rather be remembered for his altruism, claiming “Charity is my business, investment is my hobby.” In 2005, Duan and his wife established the Enlight Foundation, through which they’ve provided scholarships to their respective alma maters. In 2006, Duan and NetEase founder Ding Lei made a $40 million donation to Zhejiang University.

But surprisingly the two people who likely won’t be receiving handouts from the magnate are his children. According to Phoenix News, Duan has said: “So much of my happiness in life has come from the process of earning my wealth. I don’t want to deny my children that same happiness.”

As published by Week in China

Alzheimer’s Could Be China’s Biggest Health Problem — The Week in China Magazine

Alzheimer’s is the fastest-growing, major fatal disease in China. Today there are at least 9.5mn diagnosed sufferers in China with perhaps as many cases undiagnosed. Almost one million Chinese are diagnosed every year with Alzheimer’s, with the number of new cases each year expected to accelerate sharply beginning around 2030.

It is also the major disease in China with the greatest mismatch between the number of patients and the amount of specialized care available. The US has about half the number of Alzheimer’s patients as China, and 73,000 beds in specialist Alzheimer’s treatment centers. China today has fewer than 200 beds. Alz care is a thriving $250bn industry in the US. In China, it’s barely even begun.

The reason for this mismatch is clear. China’s healthcare system is already under strain to reform and improve the quality of care overall, especially for acute and infectious diseases like cancer, hepatitis and serious asthma. Alzheimer’s is not now a top priority either for government policy or for healthcare companies and investors. But, over the coming decades, no disease will likely impact more lives in China or likely cost China more to treat. By 2050, it is projected the number of Alzheimer’s patients in China will exceed 45 million, about half of all those worldwide with the disease.

The total cost of treating all those people is impossible to estimate. Alzheimer’s is already the most expensive disease to treat in the US. The US government pays for more than half, through national health insurance paid through taxes on companies and individuals. With the number of Alzheimer’s cases in the US expected to double in the next 20 years, US government spending on Alzheimer’s care is on course to become the single-most expensive part of the US budget, larger even than military spending.

China will almost certainly take a different path than the US, with more spending done by patients and their families, rather than through national health insurance. On average, Chinese Alzheimer’s patients will also be cared for longer by relatives, rather than placed in specialized nursing homes.

But, the almost total lack of Alzheimer’s treatment centers, and trained nurses and doctors, is one of the most significant market failures in China’s healthcare industry. While the government, SOEs and private sector have been making significant investments in old age care (what the Chinese refer to as “yanglao”), most of this money has gone towards building and selling apartments in retirement communities, places for older people who are fundamentally still healthy and active. There has been little investment in the area of elderly care with most urgent need now and in the future– providing specialist centers for people with Alzheimer’s and other chronic diseases that afflict old people like Parkinson’s, serious arthritis, recovery from stroke.

In China, Alzheimer’s is still often seen not as a disease but as inevitable and natural outcome of aging, a sad side-effect of the fortunate fact of being long-lived. China’s national broadcaster, CCTV has lately been broadcasting public service ads to raise awareness that Alzheimer’s is a disease. This is the same education process the US and Europe began over 40 years ago.  There were few cases anywhere in the world then. Europe and the US, the private and public sector, began spending heavily to train doctors and nurses, build out its care infrastructure to meet the projected surge in patients.

Alzheimer’s, like diabetes, obesity, colorectal cancer, is a disease of economic success. As a country becomes richer and healthcare standards improve, people live longer. Nowhere has this transformation happened more quickly than in China, meaning nowhere else has ever seen as explosive growth in the number of Alzheimer’s cases. The average life expectancy in China has increased more in the last 30 years than it did in the previous 3,000.  China’s life expectancy is still growing faster than in developed countries. Chinese in Hong Kong recently passed Japan to become the world’s longest-living population.

The facts: Alzheimer’s is an incurable disease that afflicts a large number of older people, but not the majority. 3 percent of people age 65-74, 17% of people between 75 and 85 will develop the disease. For those over 85%, there is a 30% chance of having it.  It is a mystery why some old people get the disease and most others do not. One interesting correlation: people with higher education levels are less likely to get the disease. The more you use your brain in complex ways, the more you may inoculate yourself against Alzheimer’s.

Rural people are more susceptible than city-dwellers. Because China still has a larger percentage of its population living in rural areas,this suggests that the percentage of the +80 year-old population with Alzheimer’s in China may end up higher than in US, Europe or other Asian more urbanized societies including Japan, Korea, Taiwan, Singapore.

Women are far more likely to get Alzheimers than men. The reason is women on average live longer.

Despite billions of dollars in scientific and pharmaceutical research in the West, there are no drug or surgical treatments for Alzheimer’s. A drug cure for AD, widely predicted in the West 20 years ago, now seems very unlikely.  Brain chemistry and biology make developing a drug for Alzheimer’s difficult. Since 2002, 244 drugs for Alzheimer’s were tested in clinical trials in the US and Europe. Only one received US FDA approval. It has very limited and short-term impact.

Although there are no drugs to cure Alzheimer’s, there have been remarkable successes in Europe and the US, especially in the last ten years, at Alzheimer’s care facilities managed by specially-trained nurses and doctors. They work together to slow the progress of Alzheimer’s patients, through physical therapy, psychological counseling, special equipment to improve memory and mobility, lots of one-on-one assistance, and a safe living environment designed for care of people gradually losing their ability to think, speak and function. The result: Alzheimer’s patients in the US and Europe now live twice as long after diagnosis as they did 30 years ago, an average of 8-10 years after diagnosis.

The longer Alzheimer’s patients live, the more likely it is they will spend the final years in specialized care facilities. In this final stage, Alzheimer’s patients are often unable to talk, feed or bathe themselves, can remember almost nothing. The body’s immune system gradually stops working. As the brain is overcome by the disease and begins to decompose, even automatic body functions like breathing, digestion and swallowing are disrupted.

In the US and Europe, the average annual cost of caring for an Alzheimer’s patient is about $60,000, with the highest amount coming in the last two years of life. There are dozens of US and European listed companies focused on doing research and providing specialist Alzheimer’s care in nursing homes and clinics. In China, there are none.

Traditionally in China, more money has been spent on young children’s education than on medical care for older people. But, as Chinese live longer the way money is spent across three generations will likely change. The grandchildren of people in their 80s will usually already be through college and working. That leaves more money, both in the hands of older people and their children, to provide more high-quality care for people at the end of their lives.

A French listed company, Orpea, is moving fastest to build a big business in AD care in China. Last year they opened China’s most advanced Alzheimer’s clinic in in Nanjing. Orpea are among the world leaders in Alzheimer’s care. It is their first nursing home in China and they are planning now to expand quickly across the country. They have 775 nursing homes and clinics in Europe. Last year’s total revenues were €2.8 billion.

In Nanjing, Orpea built a 5-star facility, as deluxe as one would find anywhere in the world, with marble floors, an elegant dining room, a huge indoor pool and water therapy center.  In total, it has 140 beds, including 22 in the Alzheimer’s clinic. None of the real estate is for sale. It is a service business, offering specialized care and housing to elderly including even the most challenging patients, those with late-stage Alzheimer’s disease 。

Most of those living in the Nanjing facility are paying about Rmb20,000 a month. Though expensive, that’s still half the price per year of a shared room in a 3-star nursing home in the US. The level of care is as high as any specialized Alzheimer’s care center in the US or Europe. In almost all cases, the children of the patients are paying.

Regardless of culture, Alzheimer’s tends to effect people the same way. Nothing can restore patients’ memory, or stop the progress of a disease that is, in all cases, 100% fatal. The goal of treatment is to slow the disease progression by treating early related health problems and the decline in motor skills.

Most important is keeping patients physically and intellectually active. Orpea is using a new form of treatment known as “psychomotricity”, which rebuilds connections between a patient’s motor and cognitive skills. Successful treatment not only lengthens the lives of people with Alzheimer’s, it makes these patients more content, more social, more self-sufficient than if they were being treated by relatives at home.

Orpea is also quickly learning new things about Alzheimer’s and how to care for patients in China. Among late-stage Alzheimer’s patients, those who have lost the ability to speak, to recognize people or their surroundings, one of the last skills they hold onto and enjoy is the ability to stuff meat dumplings.  There’s a special kitchen and dining room just for Alzheimer’s patients. The Nanjing center has both a KTV and a “memory room” with objects from the 1950s-60s. As Alzheimer’s progresses, patients can’t recall recent events, but often recover older memories for their youth, including old songs.

Orpea plans to open at least two new nursing homes in Beijing this year and add other facilities soon in Shanghai. For now, they still have China’s Alzheimer’s care market, especially at the high-end, largely to themselves. But, they welcome competitors. “The need is so great, and the impact on patients’ lives so positive that we hope China will quickly develop a large, capable group of companies to care for people here,” explains Orpea’s China CEO, Nathaniel Farouz.

How should China build its Alzheimer’s treatment infrastructure and bring it quickly up to global standards?  The biggest need will be providing care to Chinese with average family income and savings levels.

One likely path will be for Chinese companies to acquire or partner with specialist nursing home companies in the US and Europe. There were rumors recently that one large Chinese investment group, CMIG, was seeking to buy Orpea. Orpea, though, denies any deal is being actively discussed.

If there’s one advantage to getting a late start, it’s that China can learn from the mistakes and adopt the best ideas developed in the US, Europe and Asia. Japan, for example, is not only  building specialist nursing homes for Alzheimer’s patients in the final years of their lives, but also community centers for those still living at home or with relatives. Family members can drop off parents with Alzheimer’s to give caregivers a few hours to rest or run errands – or even for a few nights so they can take a quick vacation.

Home nursing care is also expanding quickly in the West. This too seems to be improving and lengthening the lives of Alzheimer’s patients. Home nursing is still at a very early stage in China, but it is the fastest growing industry and largest source of new jobs in the US.

The main beneficiaries of professional Alzheimer’s care are the patients, whose lives and health are improved. But, there are also economic benefits for the society as a whole. Alzheimer’s care potentially can offer millions of new, long-term and well-paying jobs in China, for people at all educational levels.

From little spending now on specialized Alzheimer’s care, China will certainly grow into the world’s largest market for Alzheimer’s care. Government, at national, provincial and local level, should play a key policy-making, regulatory and coordinating role. Not only should they set standards and provide more transparent rules on which aspects of AD care will be reimbursed, governments can also do a great deal to foster the growth in urban China of high-quality private-sector nursing homes for chronically-ill old people. As the UN World Health Organization recommended in a recent report, “Central or local governments could adopt preferential tax policies or offer other financial incentives”  for Alzheimer’s care services and education.”

In rural China, the government’s role will be even more important. The number of Alzheimer’s cases among China’s rural population likely will be proportionately higher and financial resources of families and local governments more limited.

It’s hard to think of a business opportunity in China with better long-term investment fundamentals than specialized Alzheimer’s care. But, the industry should not be measured or motivated by profits. Its success and greatest return on investment will be in limiting the suffering, pain, helplessness and sadness of Alzheimer’s patients and their families.

Too Prone To Copy — Week In China magazine

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China’s lack of robust intellectual property protection makes winners and losers of all of us living here. We can choose to save big money by buying cheap pirated products or downloading without charge just about any song or copyrighted material. But, China also pays a price by making it so hard to protect patents, trademarks and copyright. Chinese companies are mainly stuck in a low-margin and low-growth trap, without unique, IP-defended products or technologies.  Come up with a novel idea and it’s almost certain to be stolen or copied without real compensation.

The victims of IP theft in China are many, from Hollywood studios to Microsoft to manufacturers of most high-tech machinery, as well as thousands of Chinese tech startups. I joined their ranks last month. I can’t say I suffered any real material loss, but the bitter taste lingers.

On a late May weekday morning, my email and Wechat began to blink with activity. Friends and acquaintances wrote telling me they’d just finished a Chinese-language article with my byline published that day on the website of China’s most authoritative daily source about the private equity industry, called “PE Daily” in English and “投资界” in Chinese.

It’s a nice way to start the day, with friendly messages, some offering a pat on the back. But, in this case, I knew something was off. I hadn’t written anything for this company, in fact have never had any contact with them. A couple of clicks got me to the article with my name on it. It came with a rather long and sensational Chinese headline, “中国PE“悲情”十年:LP只拿回30%本金,美国同期高达200%!”, the first part of which you could translate as “China PE’s Dismal Decade”.

The headline and accompanying illustration were new but the rest was familiar. The text had been lifted verbatim from an article I wrote 16 months ago and published in print in January 2015 by one of China’s most respected and well-read business magazines, Caijing.

The PE Daily version doesn’t credit Caijing, the copyright holder, nor include the date of original publication. The data I cite on a performance gap between Chinese and US private equity firms in cash payouts to investors, current at the time I wrote it, is now stale. A predictable result, within a few hours of the PE Daily article appearing, I began getting attacked in online forums for disingenuously ignoring more recent numbers that would perhaps show China’s PE industry in a better light.

Had PE Daily bothered to ask, I probably would have provided updated numbers. I know it has an influential readership. The article got over 15,000 views within the first 24 hours. From there, the stolen article began to spread like a pandemic. It’s now been republished on a dozen other Chinese financial industry websites, including some of the mainstream ones. These other sites ran the article exactly as published by PE Daily,  with one small difference. They mainly all deleted my name. At a guess, I’d say the article been seen by 100,000 people by now.

On every site I’ve looked at, the article is surrounded by online ads. This proves what everyone would intuitively guess: IP theft, when it goes unpunished,  is as good a way to make money as there is. Your input costs can be zero.

I got hold of the editor at Caijing and confirmed they hadn’t given their permission to PE Daily to republish, nor would they or I be receiving any kind of syndication fee. “Sure, we could go to court,” he concluded, “but we’d spend money on lawyers and probably get nothing in return.” In other words, no recourse.

I twice emailed the owner of PE Daily enquiring if they were authorized to republish the Caijing article. There’s been no reply so far. But, the article was taken down from the PE Daily website. The other Chinese websites still have the article up, and still include the fact they syndicated it from PE Daily.

China has made a few notable efforts to discourage IP infringement. But overall it’s still common and, as in my small case, often quite brazen. This must inevitably put a damper on China’s efforts, as President Xi Jinping recently put it, to “make innovation the pivot of development”. The government money and urgency are there. What’s still missing, a system that protects innovators, patent and copyright holders. The rewards still flow too easily to thieves and copycats.

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China private equity specialist says IPO drought means investors must rethink — Week in China

 

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With China’s IPO gusher now reduced to a trickle, prospects for some of the privately-owned companies which have traditionally boosted much of China’s economic growth could be at risk.

So says Peter Fuhrman, founder and chief executive at China First Capital, a boutique investment bank and advisory firm. His firm has just released a new report warning that new private equity investment has basically come to a halt in China since the middle of last year.

Fuhrman talked to WiC this week about the reasons for the slowdown, and why he would like to see more investors considering alternative exits, including sales in the secondary market. More…