Hello and welcome back to TechCrunch’s China Roundup, a digest of recent events shaping the Chinese tech landscape and what they mean to people in the rest of the world. Last week, we looked at how Alibaba and Tencent fared in the last quarter; the talk in Silicon Valley and Beijing this week is on Y Combinator’s sudden retreat from China. We will also discuss the enduring food delivery war in the country later.
The storied Silicon Valley accelerator Y Combinator announced the closure of its China unit just a little over a year after it entered the country. In a vague statement posted on its official blog, the organization said the decision came amid a change in leadership. Sam Altman, its former president who hired legendary artificial intelligence scientist Lu Qi to initiate the China operation, recently left his high-profile role to join research outfit OpenAI. With that, YC has since refocused its energy to support “local and international startups from our headquarters in Silicon Valley.”
What was untold is the insurmountable challenge that multinationals face in their attempt to win in a wildly different market. Lu Qi, who wore management hats at Baidu and Microsoft before joining YC, was clearly aware of the obstacles when he said in an interview (in Chinese) in May that “multinational corporations in China have almost been wiped out. They almost never successfully land in China.” The prescription, he believes, is to build a local team that’s given full autonomy to make decisions around products, operations, and the business.
A former executive at an American company’s China branch, who asked to remain anonymous, argued that Lu Qi’s one-man effort can’t be enough to beat the curse of multinationals’ path in China. “All I can say is: Lu has taken a detour. Going independent is the best decision. When it comes to whether Chinese startups are suited for mentorship, or whether incubators bring value to China, these are separate questions.”
What’s curious is that YC China seemed to have been given a meaningful level of freedom before the split. “Thanks to Sam Altman and the U.S. team, who agreed with my view and supported with much preparation, YC China is not only able to enjoy key resources from YC U.S. but can also operate at a completely independent capacity,” Lu said in the May interview.
Moving on, the old YC China team will join Lu Qi to fund new companies under a newly minted program, MiraclePlus, announced YC China via a Wechat post (in Chinese). The initiative has set up its own fund, team, entity and operational team. The deep ties that Lu has fostered with YC will continue to benefit his new portfolio, which will receive “support” from the YC headquarters, though neither party elaborated on what that means.
The food delivery war in China is still dragging on two years after the major consolidation that left the market with two major players. Meituan, the local services company backed by Tencent, has managed to attain an expanding share against Alibaba-owned Ele.me. According to third-party data (in Chinese) provided by Trustdata, Meituan accounted for 65.1% of China’s overall food delivery orders during the second quarter, steadily rising from just under 60% a year ago. Ele.me, on the other hand, has lost nearly 10% of the market, slumping to 27.4% from 36% a year ago.
In terms of monetization, Meituan generated 15.6 billion yuan ($2.2 billion) in revenue from its food delivery segment in the quarter ended September 30. That dwarfs Ele.me, which racked up 6.8 billion yuan ($970 million) during the same period. Both are growing north of 30% year-over-year.
This may not be all that surprising given Alibaba has arguably more imminent battles to fight. The e-commerce leader has been consumed by the rise of Pinduoduo, which has launched an assault on China’s low-tier cities with its ultra-cheap products and social-driven online shopping experience. Meituan, on the other hand, is fixated on beefing up its main turf of on-demand neighborhood services after divesting its costly bike-sharing endeavor.
When both contestants have the capital to burn through — as they have demonstrated through heavily subsidizing customers and restaurants — the race comes down to which has greater control of user traffic. Meituan holds a competitive edge thanks to its merger with Dianping, a leading restaurant review app akin to Yelp, back in 2015. Dianping today operates as a standalone brand but its food app is deeply integrated with Meituan’s delivery services. For example, hundreds of millions of users are able to place Meituan-powered food delivery orders straight from Dianping.
Alibaba and Meituan used to be on more friendly terms just a few years ago. In 2011, the e-commerce giant participated in Meituan’s $50 million Series B financing. Before long, the two clashed over control of the company. Alibaba is known to impose a heavy hand on its portfolio companies by taking up majority stakes and reshuffling the company with new executives. That’s because Alibaba believes that “only when you operate can you generate synergies and really create exponential value,” said vice chairman Joe Tsai in an interview. “Whereas if you just make a financial investment, you’re counting an internal rate of return. You’re not creating real value.”
Ele.me lived through that transformation. As of September, Alibaba has reportedly (in Chinese) completed replacing Ele.me’s management with its pool of appointed personnel. Ele.me’s founder Zhang Xuhao left the company with billions of yuan in cash and joined a venture capital firm (in Chinese).
Meituan’s founder Wang Xing had more unfettered pursuits. In a later financing round, he refused to accept Alibaba’s condition for portfolio companies to eschew Tencent investments, a strategy of the giant to hobble its archrival. That botched the partnership and Alibaba has since been gradually offloading its Meituan shares but still held onto small amounts, according to Wang in 2017, “to create trouble” for Meituan going forward.
A purported agent of the Chinese intelligence service is seeking asylum in Australia, bringing with him explosive allegations of widespread interference in political affairs in that country, Taiwan, and elsewhere. He claims also to have run a cyberterrorism campaign against supporters of Hong Kong independence.
Wang “William” Liqiang, indicated to Australian news outlet The Age that during a deep cover assignment intended to manipulate the 2020 presidential election in Taiwan, he decided to defect and expose the Chinese networks from abroad.
In addition to The Age, Wang spoke with the Sydney Morning Herald and 60 Minutes; the various outlets appear to be planning a broader release of the contents of his interviews on Monday.
Wang has reportedly explained in detail the inner workings of a Hong Kong-listed company called China Innovation Investment Limited, which the government has allegedly been using as a front to infiltrate various universities, political groups, and media companies.
He claims to have personally been involved in the infamous kidnapping of Lee Bo and other booksellers in Hong Kong whose disappearance prompted widespread protests.
He also says that he helped direct a “cyber army” to dox, attack, and otherwise harass Hong Kong’s independence protestors, and that he was working on establishing one to affect the 2020 election in Taiwan.
Operations in Australia and other countries were implied but not detailed in initial reports of Wang’s defection. He is reportedly currently at an undisclosed location in Sydney pending formal protections from the Australian government.
More information is expected to be revealed on Monday by the outlets Wang spoke to, so stay tuned.
The FCC has finally put the seal of approval on its plan to cut funding going to equipment from companies it deems a “national security threat,” currently an exclusive club of two: Huawei and ZTE.
No money from the FCC’s $8.5 billion Universal Service Fund, used to subsidize purchases to support the rollout of communications infrastructure, will be spent on equipment from these companies.
“We take these actions based on evidence in the record as well as longstanding concerns from the executive and legislative branches,” said FCC Chairman Ajit Pai in a statement. “Both companies have close ties to China’s Communist government and military apparatus. Both companies are subject to Chinese laws broadly obligating them to cooperate with any request from the country’s intelligence services and to keep those requests secret. Both companies have engaged in conduct like intellectual property theft, bribery, and corruption.”
The Chinese companies have faced federal scrutiny for years and vague suspicions of selling compromised hardware that the government there could take advantage of, but it was only at the beginning of 2019 that things began to heat up with the controversial arrest of Huawei CFO Meng Wanzhou. The companies, it hardly needs mentioning, have vehemently denied all allegations.
Increasingly complicated relations between China and the U.S. generally compounded the difficulty of ZTE and Huawei operating in the States, as well as selling to or purchasing from American companies.
The FCC’s new rule was actually proposed well before things escalated, a fact that Commissioner Jessica Rosenworcel, though she supported the measure, emphasized.
“This is not hard,” she wrote in a statement accompanying the new rule. “It should not have taken us eighteen months to reach the conclusion that federal funds should not be used to purchase equipment that undermines national security.”
Working out the details may have been difficult, however, given the generally chaotic state of the federal government right now. For instance, one month this summer it was going to be illegal for U.S. firms to sell their products to Huawei — and then it wasn’t. Just yesterday several Senators wrote to protest the Department of Commerce issuing licenses to firms doing business with Huawei.
Furthermore, it may be a financial burden for smaller carriers to comply with these rules. There’s a plan for that, though, as Chairman Pai explained: “To mitigate the financial impact of this requirement, particularly on small, rural carriers, we propose to establish a reimbursement program to help offset the cost of transitioning to more trusted vendors.”
Another, earlier proposal, to make communications companies actively remove hardware purchased from those companies, was not considered at November’s open FCC meeting. I’ve asked the agency about this and will update if I hear back.
E-commerce now accounts for 14% of all retail sales, and its growth has led to a rise in the fortunes of startups that build tools to enable businesses to sell online. In the latest development, a company called VTEX — which originally got its start in Latin America helping companies like Walmart expand their business to new markets with an end-to-end e-commerce service covering things like order and inventory management, front-end customer experience and customer service — has raised $140 million in funding, money it will be using to continue taking its business deeper into more international markets.
The investment is being led by SoftBank, specifically via its Latin American fund, with participation also from Gávea Investimentos and Constellation Asset Management. Previous investors include Riverwood and Naspers; Riverwood continues to be a backer, the company said.
Mariano Gomide, the CEO who co-founded VTEX with Geraldo Thomaz, said the valuation is not being disclosed, but he confirmed that the founders and founding team continue to hold more than 50% of the company. In addition to Walmart, VTEX customers include Levi’s, Sony, L’Oréal and Motorola . Annually, it processes some $2.4 billion in gross merchandise value across some 2,500 stores, growing 43% per year in the last five years.
VTEX is in that category of tech businesses that has been around for some time — it was founded in 1999 — but has largely been able to operate and grow off its own balance sheet. Before now, it had raised less than $13 million, according to PitchBook data.
This is one of the big rounds to come out of the relatively new SoftBank Innovation Fund, an effort dedicated to investing in tech companies focused on Latin America. The fund was announced earlier this year at $2 billion and has since expanded to $5 billion. Other Latin American companies that SoftBank has backed include online delivery business Rappi, lending platform Creditas and property tech startup QuintoAndar.
The common theme among many SoftBank investments is a focus on e-commerce in its many forms (whether that’s transactions for loans or to get a pizza delivered), and VTEX is positioned as a platform player that enables a lot of that to happen in the wider marketplace, providing not just the tools to build a front end, but to manage the inventory, ordering and customer relations at the back end.
“VTEX has three attributes that we believe will fuel the company’s success: a strong team culture, a best-in-class product and entrepreneurs with profitability mindset,” said Paulo Passoni, managing investment partner at SoftBank’s Latin America fund, in a statement. “Brands and retailers want reliability and the ability to test their own innovations. VTEX offers both, filling a gap in the market. With VTEX, companies get access to a proven, cloud-native platform with the flexibility to test add-ons in the same data layer.”
Although VTEX has been expanding into markets like the U.S. (where it acquired UniteU earlier this year), the company still makes some 80% of its revenues annually in Latin America, Gomide said in an interview.
There, it has been a key partner to retailers and brands interested in expanding into the region, providing integrations to localise storefronts, a platform to help brands manage customer and marketplace relations, and analytics, competing against the likes of SAP, Oracle, Adobe and Salesforce (but not, he said in answer to my question, Commercetools, which builds Shopify -style API tools for mid and large-sized enterprises and itself raised $145 million last month).
E-commerce, as we’ve pointed out, is a business of economies of scale. Case in point: While VTEX processes some $2.5 billion in transactions annually, it makes a relatively small return on that — $69 million, to be exact. This, plus the benefit of analytics on a wider set of big data (another economy of scale play), are two of the big reasons VTEX is now doubling down on growth in newer markets like Europe and North America. The company now has 122 integrations with localised payment methods.
“At the end of the day, e-commerce software is a combination of knowledge. If you don’t have access to thousands of global cases you can’t imbue the software with knowledge,” Gomide said. “Companies that have been focused on one specific region are now realising that trade is a global thing. China has proven that, so a lot of companies are now coming to us because their existing providers of e-commerce tools can’t ‘do international.’ ” There are very few companies that can serve that global approach and that is why we are betting on being a global commerce platform, not just one focused on Latin America.”
Prolific startup accelerator Y Combinator has abandoned plans to establish a branch of the program in China. The company cites a general change in strategy, but a deafening silence on the complexity and controversy of working with China right now suggests there’s more at play.
In a short blog post, YC leadership explained that “as we worked to establish YC China, we had a change in leadership,” viz. the replacement of CEO Sam Altman with Geoff Ralston in May. This apparently led to a complete about-face on YC’s China strategy.
Qi Lu, hired a little more than a year ago to lead the YC China effort, is departing to run his own program, MiraclePlus. And Chinese companies will still be welcome at Y Combinator “— but as part of our U.S. program.”
A Y Combinator representative confirmed that it has no involvement with MiraclePlus or Qi Lu whatsoever, and that the company will no longer have any local presence in China at all.
It’s hard to accept at face value this vague explanation for such a costly, high-profile retreat.
Altman said when announcing Qi’s hiring that he had been trying to recruit him “for years.” As for the program itself, Altman said that “China has been an important missing piece of our puzzle” and that they would be building “a long-term local organization that will combine the best of Silicon Valley and China.”
That there is no mention of the uncertain international politics and U.S.-China relations right now, nor the explosive situation in Hong Kong, or ongoing human rights issues elsewhere in the country, seems a deliberate choice to make this move seem as ordinary as possible. But those things are major questions for anyone looking to do business in China, and it’s hard to believe none had any bearing on the decision to abruptly pack up and leave a major enterprise behind.
It seems like with a company like Y Combinator, it would be easy enough to provide a modicum of transparency and say that there was a mismatch in culture, or the logistics weren’t working out, or they ended up forwarding too many of the companies to the YC prime location anyway.
Perhaps that information was not deemed material for a public statement, but it only leaves inquiring minds to speculate. Was there pressure from this or that quarter? Is the culture at YC changing? Are other Altman-era projects being abandoned? Did the company gain anything at all by this boondoggle?
For such a major endeavor by one of the most prominent tech communities in Silicon Valley, this highly guarded and obviously incomplete account of its total abandonment seems strange and inadequate. We’ll be looking into it further.
Karma Automotive took the wraps off Tuesday of a new electric concept car called the SC2 that produces a heart-thumping 1,100 horsepower and can travel from 0 to 60 miles per hour in 1.9 seconds.
The concept is a showpiece and an integral part of the Chinese-backed California-based startup’s new strategy to become a technology and design incubator that supplies other automakers.
Karma Automotive also unveiled Tuesday at Automobility LA, the press and trade days of the LA Auto Show, a performance variant of its Revero GT. The new Revero GTS is similar to the Revero GT, but boasts more performance and several other new interior and tech touches.
Meanwhile, the SC2 — with its eye-popping looks and performance specs — is meant to be show what Karma can do, not necessarily what it will do.
Karma CEO Lance Zhou called the SC2 a “signpost” to the company’s future as a technology-driven brand. It also previews the company’s future design language.
“Our open platform serves as a test bed for new technologies and partnerships, where we are to provide engineering, design, technology and customization resources others,” Zhao said.
The battery-electric concept has front and rear mounted twin electric motors that deliver 800 kW peak power, with 10,500 pound-feet wheel torque and 350 miles of pure electric range. The I-shaped 120 kilowatt-hour battery is housed in the center tunnel beneath the dashboard and seats.
The vehicle has carbon ceramic breaks, a push-rod operated racing suspension and a Karma torque vectoring gearbox.
The hinge-winged doors aren’t the only flashy or tech-forward features. The concept has long-range radars, cameras, and FMCW lidar sensors in a nod towards an autonomous driving future.
Drivers will theoretically (this is a concept after all) enter the vehicle through fingerprint and facial recognition sensors. Inside the vehicle, there are biometric seats and 3D audio to create individual sound zones for driver and passenger. Electro chromatic glass shifts from clear to opaque for privacy and light sensitivity.
Karma also showed a feature that lets drivers re-live their street-racing adventures through a simulation. A triple high definition camera under the windshield and frequency-modulated
continuous wave lidar sensors capture of the car in motion. At the same time, software captures in real-time all of the turns, braking and acceleration of driving.
After the drive, an adaptive laser projector replays the journey while the vehicle is parked. A mounted smartphone acts as the cabin’s rear-view mirror and turns it into a driving simulator where the user can re-experience their drive and fine-tune their skills.
And of course, drivers can then share that experience with others or stream drivers’ routes from
around the world within their own vehicles.
SC2’s technology can be integrated into a variety of future vehicles, according to Andreas Thurner, Karma’s vp of global design and architecture.
And that’s the whole point of this exercise. It’s unlikely that the SC2 will ever be made as a production vehicle. But the tech and design features in it could live on.
Karma Automotive’s roots began with Fisker Automotive, the startup led by Henrik Fisker that ended in bankruptcy in 2013. China’s Wanxiang Group purchased what was left of Fisker in 2014 and Karma Automotive was born.
Karma hasn’t had the smoothest of resurrections. The company’s first effort, known as the Revero, wasn’t received warmly. The Revero GT has been an improved effort. However, that hasn’t relieved the pressure.
The company laid off about 200 workers this month from its Irvine, Calif. headquarters following a restructuring that will focus on licensing its technology to other carmakers. The company’s assembly plant is in Moreno Valley, Calif.
This new incubator effort is an effort to bring some stability to the company and help it offset the capitally intensive business of designing and producing its own cars.
Karma Automotive’s second act is a gasoline-electric luxury vehicle that aims to deliver more performance and tech inside a sleek and sporty $149,950 package.
The 2020 Revero GTS unveiled Tuesday during AutoMobility LA, the press and trade days of LA Auto Show, shares some of the same bits as its sibling Revero GT. Both vehicles use a gasoline-electric powertrain — a BMW engine powers a generator that charges the 28 kilowatt-hour nickel manganese cobalt lithium-ion battery. Like the GT, the battery supplies the GTS with 80 miles of electric driving. Both vehicles have a total 360-mile range when they’re fully charged and fueled with gas.
And both have some of the same operational features, including three driving modes and launch control that allows drivers to unlock all the power and torque inside and “launch” the vehicle down the road. The three drive modes are “stealth,” for pure-electric driving, a range extender mode called “sustain,” and sport, which combines the output from the battery pack and the generator for maximum driving performance.
The GTS does have a lot of extra though and costs about $15,000 more than the GT. The GTS has a new body, including a redesigned hood, doors, deck lid, body sides and side mirrors. It’s also faster off the line and can travel from 0 to 60 miles per hour in an estimated 3.9 seconds compared to the 4.5 seconds in the GT. The GTS comes with electronic torque vectoring, refined power steering. It also has a higher electronically-limited top speed of 130 miles per hour versus the GT’s 125 mph.
The GTS’ twin electric motors and all-electric powertrain produce 536 horsepower and 635 pound-feet of torque, which should deliver a responsive and exciting enough drive. Although we’ll have to wait and experience it for ourselves.
The new vehicle has advanced driver assistance features like blind spot and cross traffic detection as well as audio technology developed in house and active noise cancelling. The infotainment system has also been improved on the GTS and includes haptic tactile switches a new touchscreen and user interface processor as well as a center console with improved storage.
Karma Automotive says it will begin production of the GTS in first quarter of 2020. First deliveries of the Revero GT expected during the fourth quarter of 2019.
The Karma Revero GT was the first fully conceived product to come out of a company that launched from the remnants of Fisker Automotive, the startup led by Henrik Fisker that ended in bankruptcy in 2013. China’s Wanxiang Group purchased what was left of Fisker in 2014 and Karma Automotive was born.
It hasn’t been all smooth sailing though. The company’s first effort, known as the Revero, wasn’t received warmly. The Revero GT has been an improved effort. However, that hasn’t relieved the pressure.
The company laid off about 200 workers this month from its Irvine, Calif. headquarters following a restructuring that will focus on licensing its technology to other carmakers. The company’s assembly plant is in Moreno Valley, Calif.
Karma’s efforts to pack more tech and performance in the GTS makes sense considering the company’s new business strategy to open its engineering, design, customization and manufacturing resources to other companies. It also explains Karma’s other reveal Tuesday, an all-electric concept vehicle called the SC2 that delivers a stunning 1,100 horsepower and 10,500 lb.-ft. of torque and can achieve 0 to 60 mph in less than 1.9 seconds.
In other words, the GTS is a model of what Karma can do. And it explains some of Karma’s decisions to design and produce more of the vehicle’s components in house. Karma has developed its own inverters to maximize and maintain full software control for fast over-the-air updates as well as a proprietary 7.1-channel 570-watt Soloscape audio system, according to Todd George, the company’s VP of Engineering. The inverters convert DC current from the battery pack to power the AC drive motors, and to also capture AC power from the regenerative braking system to recharge the battery pack.
It’s a business angle that Karma hopes will give it the immediate and long-term capital it needs to stay afloat. Karma is backed and owned by Wanxiang, the massive Chinese auto parts supplier. But it will eventually need to stand on its own.
With its own universe of homegrown social networks, e-commerce platforms and search engines, the Chinese internet is a world apart from its counterpart in the U.S. But in some areas, the two countries are surprisingly similar. That’s particularly true of people’s love for GIFs .
Some feelings are better expressed in pictures and animations than words. Starting in the 2010s, the onset of smartphones gave rise to the need for portable, flexible ways to send images and videos in chats. GIFs, the 1987-invention otherwise known as the graphics interchange format, is a perfect solution for transmitting lightweight pixels. These endlessly looping images quickly caught on in China, where mobile-first internet has flourished over the last decade.
Noticing the trend, Californian Grant Long moved to China and partnered with local entrepreneurs Ann Ding and Jiaming Yin to create Dongtu, which means “moving pictures” in Chinese. Much like Giphy and Google-owned Tenor, Dongtu runs an in-house creative team that pumps out a bountiful supply of GIFs; it also distributes works of third-party creators such as entertainment studios and contracted designers, as well as popular memes sourced from the web. The startup’s content is then baked into some 3,000 apps with chatting features, including mainstream ones like WeChat, Twitter-like Weibo and Dingtalk, Alibaba’s answer to Slack.
Dongtu claims it generates 750 million daily searches and over 3 billion views per day through the GIFs it provides to third-party platforms. In comparison, its American predecessor Giphy, which uses different performance metrics, had some 300 million daily users as of last March. Aside from tapping into China’s obsession with GIFs, the journey of Dongtu is as much about a foreign entrepreneur carving out his spot in the crowded Chinese market as it is about a budding startup surviving alongside the giants.
Before his time in China, Long managed product and business development at Swyft Media, a New York-based company that made branded micro-content like stickers and fonts. In 2015, Swyft began working closely with rising messengers Kik, KakaoTalk and Viber, through which Long came to believe that a major growth opportunity was coming up in Asia. He wanted Swyft to enter this part of the world, but it became harder to push for changes after the startup got acquired by publicly-traded Monotype Imaging.
In 2016, Long packed up for China and began studying the market on the ground from Shanghai. Before long, he realized that a fully foreign entity would not be able to succeed alone for “both localization challenges as well as political reasons,” he told TechCrunch in a phone interview. The American entrepreneur approached Biaoqingyun (“Emoji Cloud”), a local sticker startup that would otherwise be his competitor, to partner and create Dongtu together.
“It’s definitely not the case that China is 100% different from America and America is 100% different from China because ultimately, we’re all humans. And we have very similar tendencies of natural behaviors and desires for things,” said Long, who now leads business strategy at Dongtu. “If you have a lot of understanding from another market, a lot of that actually does translate [in a new market]. You just have to localize it in terms of the platforms and services.”
Having a local partner is crucial to navigating local media regulations. Apps in China can get pulled for spreading content that is illegal or simply deemed “inappropriate,” a liability that’s often vaguely defined. Before anything goes live, publishers are compelled to conduct stringent screening and GIF distributors are no exception.
Dongtu does not currently allow open uploads of user-generated content because doing so can be risky in China without significant content moderation efforts. “I’m personally very impressed by [China’s] short video platforms,” said Long. “If you think of the volume of content created and shared, and the fact that they’re able to survive for as long as they have under the oversight that that is required.”
Even with the advance of machine learning technology, Chinese media platforms still rely on large armies of human auditors to address the ever-changing whims of regulators. “Historically, something might be considered appropriate, but now suddenly, it isn’t. I think the risk is that it’s hard to draw a line and decide, well, what makes this piece of content inappropriate and different from this other thing that looks similar but is fine,” noted the founder.
Dongtu has over time found a sweet spot in China’s fierce internet industry by providing the essential content that thousands of apps need to enrich user communication. One big-name client is WeChat. The startup runs a GIF store inside Tencent’s billion-user messenger where users can search for trending GIFs and load up their sticker arsenal.
A less expected partner is e-commerce titan Alibaba. While Amazon shoppers normally make decisions based on what others have to say on the products, Chinese consumers not only pore over reviews but also tend to pose detailed questions to vendors. Direct messaging is thus an inseparable part of Chinese e-commerce apps. Livestreaming has also emerged to allow shoppers and sellers to interact in a real-time manner. GIFs can play a big part in social commerce just like they would lighten up conversations in messengers.
Dongtu GIFs are integrated into the chatting feature of Alibaba’s Taobao marketplace. Source: Dongtu
Chinese users might be similarly into animated images as Americans, but the adaptability of the format is far wider in China. Dongtu’s vast library contains everything from NFL-themed stickers to soap opera memes. “A grandma in a rural city who’s on WeChat can be quite familiar with sending sticker content whereas, in the U.S., I think it’s far more of a young person’s behavior,” Long observed.
The way that Chinese apps adapt GIFs is also reflective of their hands-on approach to the customer journey. Most critically, the majority of Dongtu’s integrations with partners happen through SDK instead of API. The former, which stands for Software Development Kit, gives third-party developers a more “turnkey” user experience. For instance, a Dongtu-powered GIF on China’s largest podcast app Ximalaya can lead to a landing page that Dongtu has predetermined, a process that would not be otherwise achievable through the lightweight Application Programming Interface, which leaves it to the main app to display content the way they want.
In contrast, Giphy and Google-owned rival Tenor were originally built on API integrations. “For us, it’s more like our SDK talking to our back end, so we’re having a two-way conversation with ourselves. It’s decentralized across all these different channels,” suggested Long.
Working with giants brings Dongtu a steady revenue stream — and potential funding opportunities. The rivaling pair Alibaba and Tencent rarely invest in the same startup, but for Long, “the ideal scenario would be if we could raise from both Alibaba and Tencent, because we do so much with both of them.”
Dongtu makes money from a combination of paid consumer functions as well as paid promotions commissioned by marketers who want the brands they represent to be part of people’s GIF-powered communication, including a structure that incentivizes large app partners to co-sell these GIF campaigns to their own large base of direct clients.
Dongtu counts ZhenFund as one of its seed investors. Cheetah Mobile, the Chinese firm known for developing utility apps, led its Series A round. Other investors from these rounds include InnoAngel, a venture fund started by alumni of China’s prestigious Tsinghua University, and Creation Ventures, an investment fund specializing in entertainment and content.
Ford finally showed the world its highly anticipated all-electric crossover, the Mustang Mach-E. The vehicle, which was unveiled Sunday at the Hawthorne Airport and in Tesla’s backyard, marks a series of firsts for Ford and the Mustang badge.
It’s the first vehicle to come out of Team Edison, the automaker’s dedicated electric vehicle organization. It’s not only the first electric Mustang, it’s also an SUV.
TechCrunch has had an up-close look and ride in the Mach-E, the first variant of which will become available in fall 2020. While there’s a lot to highlight, here are some of the details that stood out.
Ford went an entirely new direction with the door handles on the Mustang Mach-E. You won’t find any Tesla lookalike door handles here. The doors seem to be lacking handles at all. A closer look though reveals illuminated buttons on the B and C pillars. The front doors also have a small, protruding handle located just under the button to grab onto.
Pressing the button for the backdoor immediately pops it open just slightly. Then the passenger reaches into the ajar door to hit the latch. This might sound dangerous and apt for a crushed finger. Except there’s an immediate safety in place that doesn’t allow the door to close. TechCrunch tested it out.
Owners also will be able to use their smartphone to unlock the Mustang Mach-E. This phone as a key technology is new to Ford.
It’s a seemingly small detail, but so many automakers ignore that their customers have smartphones and want to put these devices somewhere other than a cup holder. Behold the tech tray, which has a wireless charging pad.
The cup holders, located just below the tech tray, can be used to hold actual cups.
The 15.5-inch screen will get a lot of attention, perhaps because its location and vertical placement is reminiscent of the Tesla Model S. But then there’s the physical dial placed on the bottom of the screen to control the volume.
While not everyone will love this feature, it’s interesting how this dial came to be. Team Edison was assembled in 2017 to do more than create a new electric vehicle. It was created to do it differently and much faster than a typical vehicle program.
How the look and functionality of the infotainment system was developed is an example of this newfound nimbleness. A group of just over a dozen people with minimal oversight started with a research trip to China. Further customer research revealed that people wanted native apps in their car’s infotainment system and they didn’t want to learn anything new, Philip Mason, who is on Team Edison’s user experience, said during a backgrounder event prior to unveiling.
A prototype of the physical dial was put together quickly — no fancy prototypes — and research groups responded positively.
The infotainment system is also cloud connected, allowing it to show traffic in real time in the navigation feature; has natural language, activated by one of four “wake words” like “OK, Ford”; and allows users to create personal profiles. The system learns the behavior and likes of the user over time.
And the entire system will be updated and improved via over-the-air software updates.
Ford is hardly the first to move away from leather for its interior. Tesla has dropped leather and the Porsche Taycan is also vegan. Now the interior of the Mustang Mach-E also qualifies.
The synthetic material is among the better faux leather materials TechCrunch has come across. Even the steering wheel, a challenging area for synthetics, feels good.
A front trunk in an all-electric vehicle is nothing new. The Mustang Mach-E doesn’t have the biggest frunk on the market; it’s not the smallest either.
But there is something interesting about this 4.8-cubic-foot frunk. It’s drainable and plastic lined. Josh Greiner, senior interior designer on the Mach-E, was quick to note during a backgrounder prior to the unveiling that the frunk could be packed with ice and used while tailgating.
Right above the steering wheel is a driver monitoring system. This might come in handy for the automaker’s eventual plans to offer a hands-free driver assist system in Mach-E.
Africa-focused fintech startup OPay has raised a $120 million Series B round backed by Chinese investors.
Located in Lagos and founded by consumer internet company Opera, OPay will use the funds to scale in Nigeria and expand its payments product to Kenya, Ghana and South Africa — Opera’s CFO Frode Jacobsen confirmed to TechCrunch.
OPay’s $120 million round comes after the startup raised $50 million in June. It also follows Visa’s $200 million investment in Nigerian fintech company Interswitch and a $40 million raise by Lagos-based payments startup PalmPay — led by China’s Transsion.
There are a couple of quick takeaways. Nigeria has become the epicenter for fintech VC and expansion in Africa. And Chinese investors have made an unmistakable pivot to African tech.
Opera’s activity on the continent represents both trends. The Norway-based, Chinese-owned (majority) company founded OPay in 2018 on the popularity of its internet search engine.
Opera’s web-browser has ranked No. 2 in usage in Africa, after Chrome, the last four years.
The company has built a hefty suite of internet-based commercial products in Nigeria around OPay’s financial utility. These include motorcycle ride-hail app ORide, OFood delivery service and OLeads SME marketing and advertising vertical.
“OPay will facilitate the people in Nigeria, Ghana, South Africa, Kenya and other African countries with the best fintech ecosystem. We see ourselves as a key contributor to…helping local businesses…thrive from…digital business models,” Opera CEO and OPay Chairman Yahui Zhou, said in a statement.
Opera CFO Frode Jacobsen shed additional light on how OPay will deploy the $120 million across Opera’s Africa network. OPay looks to capture volume around bill payments and airtime purchases, but not necessarily as priority. “That’s not something you do every day. We want to focus our services on things that have high-frequency usage,” said Jacobsen.
Those include transportation services, food services and other types of daily activities, he explained. Jacobsen also noted OPay will use the $120 million to enter more countries in Africa than those disclosed.
Since its Series A raise, OPay in Nigeria has scaled to 140,000 active agents and $10 million in daily transaction volume, according to company stats.
Beyond standing out as another huge funding round, OPay’s $120 million VC raise has significance for Africa’s tech ecosystem on multiple levels.
It marks 2019 as the year Chinese investors went all in on the continent’s startup scene. OPay, PalmPay and East African trucking logistics company Lori Systems have raised a combined $240 million from 15 different Chinese actors in a span of months.
OPay’s funding and expansion plans are also a harbinger for fierce, cross-border fintech competition in Africa’s digital finance space. Parallel events to watch for include Interswitch’s imminent IPO, e-commerce venture Jumia’s shift to digital finance and WhatsApp’s likely entry in African payments.
The continent’s 1.2 billion people represent the largest share of the world’s unbanked and underbanked population — which makes fintech Africa’s most promising digital sector. But it’s becoming a notably crowded sector, where startup attrition and failure will certainly come into play.
And not to be overlooked is how OPay’s capital raise moves Opera toward becoming a multi-service commercial internet platform in Africa.
This places OPay and its Opera-supported suite of products on a competitive footing with other ride-hail, food delivery and payments startups across the continent. That means inevitable competition between Opera and Africa’s largest multi-service internet company, Jumia.
Hello and welcome back to TechCrunch’s China Roundup, a digest of recent events shaping the Chinese tech landscape and what they mean to people in the rest of the world. The earnings season is here. This week, long-time archrivals in the Chinese internet battlefield — Alibaba and Tencent — made some big revelations about their future. First off, let’s look at Alibaba’s long-awaited secondary listing and annual shopping bonanza.
It’s that time of year. On November 11, Alibaba announced it generated $38.4 billion worth of gross merchandise value during the annual Single’s Day shopping festival, otherwise known as Double 11. It smashed the record and grabbed local headlines again, but the event means little other than a big publicity win for the company and showcasing the art of drumming up sales.
GMV is often used interchangeably with sales in e-commerce. That’s problematic because the number takes into account all transactions, including refunded items, and it’s by no means reflective of a company’s actual revenue. There are numerous ways to juice the figure, too, as I wrote last year. Presales began days in advance, incentives were doled out to spur last-minute orders and no refunds could be processed until November 12.
Don’t be fooled by the big numbers (yes, $38B GMV is BIG), the major growth times are over for Alibaba’s Singles’ Day
Today it functions as a massive marketing/user-acquisition event with generous subsidies — in other words: loss-making not profitable pic.twitter.com/S4Wzmudgkz
— Jon Russell (@jonrussell) November 12, 2019
Even Jiang Fan, the boss of Alibaba’s e-commerce business and the youngest among Alibaba’s 38 most important decision-makers, downplayed the number: “I never worry about transaction volumes. Numbers don’t matter. What’s most important is making Single’s Day fun and turning it into a real festival.”
Indeed, Alibaba put together another year of what’s equivalent to the Super Bowl halftime show. Taylor Swift and other international big names graced the stage as the evening gala was live-streamed and watched by millions across the globe.
.@taylorswift13 performing at the 11.11 Global Shopping Festival Countdown Gala last night in Shanghai. The gala was produced by Youku, Alibaba’s video streaming platform. For more coverage on 11.11, check out our dedicated #Double11 page: https://t.co/VeupwMr5WT pic.twitter.com/suLvCd4Y3m
Alibaba is going ahead with its secondary listing in Hong Kong on the heels of reports that it could delay the sale due to ongoing political unrest in the city-state. The company is cash-rich, but listing closer to its customers can potentially ease some of the pressure arising from a new era of volatile U.S.-China relationships.
Alibaba is issuing 500 million new shares with an additional over-allotment option of 75 million shares for international underwriters, it said in a company blog. Reports have put the size of its offering between $10 billion and $15 billion, down from the earlier rumored $20 billion.
The giant has long expressed it intends to come home. In 2014, the e-commerce behemoth missed out on Hong Kong because the local exchange didn’t allow dual-class structures, a type of organization common in technology companies that grants different voting rights for different stocks. The giant instead went public in New York and raised the largest initial public offering in history at $25 billion.
“When Alibaba Group went public in 2014, we missed out on Hong Kong with regret. Hong Kong is one of the world’s most important financial centers. Over the last few years, there have been many encouraging reforms in Hong Kong’s capital market. During this time of ongoing change, we continue to believe that the future of Hong Kong remains bright. We hope we can contribute, in our small way, and participate in the future of Hong Kong,” said chairman and chief executive Daniel Zhang in a statement.
Missing out on Alibaba had also been a source of remorse for the Stock Exchange of Hong Kong. Charles Li, chief executive of the HKEX, admitted that losing Alibaba to New York had compelled the bourse to reform. The HKEX has since added dual-class shares and attracted Chinese tech upstarts such as smartphone maker Xiaomi and local services platform Meituan Dianping.
Content and social networks have been the major revenue drivers for Tencent since its early years, but new initiatives are starting to gain ground. In the third quarter ended September 30, Tencent’s “fintech and business services” unit, which includes its payments and cloud services, became the firm’s second-largest sales avenue trailing the long-time cash cow of value-added services, essentially virtual items sold in games and social networks.
Payments, in particular, accounted for much of the quarterly growth thanks to increased daily active consumers and number of transactions per user. That’s good news for the company, which said back in 2016 that financial services would be its new focus (in Chinese) alongside content and social. The need to diversify became more salient in recent times as Tencent faces stricter government controls over the gaming sector and intense rivalry from ByteDance, the new darling of advertisers and owner of TikTok and Douyin.
Tencent also broke out revenue for cloud services for the first time. The unit grew 80% year-on-year to rake in 4.7 billion yuan ($670 million) and received a great push as the company pivoted to serve more industrial players and enterprises. Alibaba’s cloud business still leads the Chinese market by a huge margin, with revenue topping $1.3 billion during the September quarter.
Luckin Coffee, the Chinese startup that began as a Starbucks challenger, is starting to look more like a convenient store chain with delivery capacities as it continues to increase store density (a combination of seated cafes, pickup stands and delivery kitchens) and widen product offerings to include a growing snack selection. Though bottom-line loss continued in the quarter, store-level operating profit swung to $26.1 million from a loss in the prior-year quarter. 30 million customers have purchased from Luckin, marking an increase of 413.4% from 6 million a year ago.
Minecraft is on the brink of 300 million registered users in China, its local publisher Netease announced at an event this week. That’s a lot of players, but not totally unreasonable given the game is free-to-play in the country with in-game purchases, so users can easily own multiple accounts. Outside China, the game has sold over 180 million paid copies, according to gaming analyst Daniel Ahmed from Niko Partners.
Xiaomi founder Lei Jun is returning a huge favor by backing a long-time friend. Xpeng Motors, the Chinese electric vehicle startup financed by Alibaba and Foxconn, has received $400 million in capital from a group of backers who weren’t identified except Xiaomi, which became its strategic investor. The marriage would allow Xpeng cars to tap Xiaomi’s growing ecosystem of smart devices, but the relationship dates further back. Lei was an early investor in UCWeb, a browser company founded by He and acquired by Alibaba in 2014. A day after Xiaomi’s began trading in Hong Kong in mid-2018, He wrote on his WeChat feed that he had bought $100 million worth of Xiaomi shares (in Chinese) in support of his old friend.
Volkswagen said Wednesday it will build a battery pack assembly facility as part of an $800 million expansion project that will turn the Chattanooga, Tenn. factory into its North American base for manufacturing electric vehicles.
The Chattanooga factory expansion, which includes a 564,000-square-foot addition to the body shop and is expected to create 1,000 new jobs at the plant, has been in the works for some time now. But the battery pack assembly announcement, while logical, came as a surprise.
“This is a big, big moment for this company,” Scott Keogh, president and CEO of Volkswagen Group of America said in a statement. “Expanding local production sets the foundation for our sustainable growth in the U.S. Electric vehicles are the future of mobility and Volkswagen will build them for millions of people.”
The automaker’s Chattanooga expansion is just a piece of its broader plan to move away from diesel in the wake of the emissions cheating scandal that erupted in 2015. Globally, VW Group plans to commit almost $50 billion through 2023 toward the development and production of electric vehicles and digital services.
The Tennessee factory (along with the other new facilities) will produce electric vehicles using Volkswagen’s modular electric toolkit chassis, or MEB, introduced by the company in 2016. The MEB is a flexible modular system — really a matrix of common parts — for producing electric vehicles that VW says makes it more efficient and cost-effective.
The company also built a European facility in Zwickau, Germany. Earlier this month, VW began production of the ID. 3 electric vehicle began at the Zwickau factory. By 2022, VW’s MEB vehicles will be produced at eight locations on three continents.
EV-production at facilities are expected to come online in Anting and Foshan in China in 2020, and in the German cities of Emden and Hanover by 2022.
Volkswagen currently produces the midsize Atlas SUV and the Passat sedan at the Chattanooga factory. Production of its electric vehicles is set to begin in Chattanooga in 2022. The first model will be an SUV of the ID. family.
PalmPay had piloted its mobile fintech offering in Nigeria since July, before going live today at a launch in Lagos.
The startup aims to become Africa’s largest financial services platform, according to a statement.
As part of the investment, PalmPay enters a strategic partnership with mobile brands Tecno, Infinix, and Itel that includes pre-installation of the startup’s app on 20 million phones in 2020.
The UK headquartered venture — that was also founded with Chinese seed investment — offers a package of mobile based financial services, including no fee payment options, bill pay, rewards programs, and discounted airtime.
In Nigeria, PalmPay will offer 10% cashback on airtime purchases and bank transfer rates as low as 10 Naira ($.02).
In addition to Nigeria, PalmPay will use the $40 million seed funding to grow its financial services business in Ghana. The payments startup has plans to expand to additional countries in 2020, PalmPay CEO Greg Reeve told TechCrunch on a call.
PalmPay received its approval from the Nigerian Central Bank as a licensed mobile money operator in July. During its pilot phase, the payments venture registered 100,000 users and processed 1 million transactions, according to a company spokesperson.
With its payments focus, the startup enters Africa’s most promising digital sector, but also one that has become notably competitive and crowded — particularly in the continent’s largest economy and most populous nation of Nigeria.
By a number of estimates, Africa’s 1.2 billion people represent the largest share of the world’s unbanked and underbanked population.
An improving smartphone and mobile-connectivity profile for Africa (see GSMA) turns this scenario into an opportunity for mobile-based financial products.
That’s why hundreds of startups are descending on Africa’s fintech space, looking to offer scalable solutions for the continent’s financial needs. By stats offered WeeTracker, fintech now receives the bulk of VC capital and deal-flow to African startups.
PalmPay CEO Greg Reeves believes the company can compete in Nigeria and across Africa based on several strategic advantages. A big one is the startup’s support from Transsion and partnership with Tecno.
“On channel and access, we’re going to be pre-installed on all Tecno phones. Your’e gonna find us in the Tecno stores and outlets. So we get an immediate channel and leg up in any market we operate in,” said Reeve.
Tecno’s owner and PalmPay’s lead investor, Transsion, is the largest seller of smartphones in Africa and maintains a manufacturing facility in Ethiopia. The company raised nearly $400 million in a Shanghai IPO in September and plans to spend roughly $300 million of that on new R&D and manufacturing capabilities in Africa and globally.
In addition to Transsion’s support and network, Reeves names PalmPay’s partnership with Visa . “We signed a strategic alliance with Visa so now I can deliver Visa products on top of my wallet, link my wallet to Visa products and give access to someone who’s completely unbanked to the whole of the Visa network,” he said.
Another strategic advantage PalmPay may have as a newcomer in Africa’s fintech space is Reeve’s leadership experience. He comes to the CEO position after serving as Vodaphone’s global head of M-Pesa — one of the world’s most recognized mobile-money products. Reeve was also a GM for Millicom‘s fintech products across Africa and Latin America.
“I’ve had my fingers in mobile financial services for the last 10 years,” he said.
Reeve confirmed that PalmPay has local teams (and is hiring) in Nigeria and Ghana.
With the company’s launch and $40 million raise — which is potentially the largest seed-round for an Africa focused startup in 2019 — PalmPay’s bid to gain digital payment market share is on.
The Transsion led investment also serves as a big bold marker for China’s pivot to African tech in 2019. It follows several big moves by Chinese actors in the continent’s digital space.
XPeng Motors, the Chinese electric vehicle startup backed by Alibaba and Foxconn, has raised a fresh injection of $400 million in capital and has taken on Xiaomi as a strategic investor, the company announced.
The Series C includes an unidentified group of strategic and institutional investors. XPeng Motors chairman and CEO He Xiaopeng, who also participated in the Series C, said they received strong support from many of its current shareholders. Xiaomi founder and CEO Lei Jun previously invested in the company.
“Xiaomi Corporation and Xpeng Motors have achieved significant progress through in-depth collaboration in developing technologies connecting smart phones and smart cars,” Xiaomi’s Jun said in a statement. “We believe that this strategic investment will further deepen our partnership with Xpeng in advancing innovation for intelligent hardware and the Internet of Things.”
The company didn’t disclose what its post-money valuation is now. However, a source familiar with the deal said it is “better” than the 25 billion yuan valuation it had in its last round in August 2018.
The announcement confirms an earlier report from Reuters that cited anonymous sources.
XPeng also said it has garnered “several billions” in Chinese yuan of unsecured credit lines from institutions such as China Merchants Bank, China CITIC Bank and HSBC. XPeng didn’t elaborate when asked what “several billions” means.
Brian Gu, XPeng Motors vice chairman and president, added that the company has been able to hit most of its business and financing targets despite economic headwinds, uncertainties in the global markets and government policy changes that have had direct impact on overall auto sales in China.
The round comes as XPeng prepares to launch its electric P7 sedan in spring 2020. Deliveries of the P7 are expected to begin in the second quarter of 2020.
XPeng began deliveries of its first production model, the G3 2019 SUV, in December, and shipped 10,000 models by mid-June. The company has since released an enhanced version of the G3 with a 520 km NEDC driving range.
XPeng has said it wants to IPO, but it’s unclear when the company might file to become a public company. No specific IPO timetable has been set and a spokesperson said the company is monitoring market conditions closely, but its current focus is on building core businesses.
Hello and welcome back to TechCrunch’s China Roundup, a digest of recent events shaping the Chinese tech landscape and what they mean to people in the rest of the world. This week, a lawsuit sparked a debate over the deployment of China’s pervasive facial recognition; meanwhile, in some good news, foreigners in China can finally experience cashless payment just like locals.
Many argue that China holds an unfair advantage in artificial intelligence because of its citizens’ willingness to easily give up personal data desired by tech companies. But a handful of people are surely getting more privacy-conscious.
This week, a Chinese law professor filed what looks like the country’s first lawsuit against the use of AI-powered face scans, according to Qianjiang Evening News, a local newspaper in the eastern province of Zhejiang. In dispute is the decision by a privately-owned zoo to impose mandatory facial recognition on admission control for all annual pass holders.
“I’ve always been conservative about gathering facial biometrics data. The collection and use of facial biometrics involve very uncertain security risks,” the professor told the paper, adding that he nonetheless would accept such requirement from the government for the purpose of “public interest.”
Both the government and businesses in China have aggressively embraced facial recognition in wide-ranging scenarios, be it to aid public security checks or speed up payments at supermarket checkouts. The technology will certainly draw more scrutiny from the public as it continues to spread. Already, the zoo case is garnering considerable attention. On Weibo, China’s equivalent of Twitter, posts about the suit have generated some 100 million views and 10,000 comments in less than a week. Many share the professors’ concerns over potential leaks and data abuse.
The other technology that has become ubiquitous in China is cashless payments. For many years, foreign visitors without a Chinese bank account have not been able to participate in the scan-and-pay craze that’s received extensive coverage in the west. But the fences are now down.
This week, two of the country’s largest payment systems announced almost at the same time that they are making it easier for foreigners to pay through their smartphones. Visitors can now pay at a selection of Chinese merchants after linking their overseas credit cards backed by Visa, MasterCard, American Express, Discover Global Network or JCB to Tencent’s WeChat Pay.
“This is to provide travelers, holding 2.6 billion Mastercard cards around the world, with the ability to make simple and smart payments anytime, anywhere in China,” Mastercard said in a company statement.
Alipay, Alibaba’s affiliate, now also allows foreign visitors to top up RMB onto a prepaid virtual card issued by Bank of Shanghai with their international credit or debit cards. The move is a boon to the large swathes of foreign tourists in China, which numbered 141 million in 2018.
We heard you. You want to use @Alipay and guess what? Now you can! Visitors to China are now able to #PayWithAlipay. Simply download @Alipay via app stores to start enjoying wallet-free travel! That QR code by the cashier will no longer be a foreign sight. pic.twitter.com/E8zmCovCJ7
— Alipay (@Alipay) November 5, 2019
Didi’s controversial carpooling service is finally back this week, more than a year after the feature was suspended following two murders of female passengers. But the company, which has become synonymous with ride-hailing, was immediately put in the hot seat again. The relaunched feature noticeably included a curfew on women, who are only able to carpool between 5 a.m. and 8 p.m. The public lambasted the decision as humiliating and discriminating against women, and Didi responded swiftly to extend the limit to both women and men. The murders were a huge backlash for the company, and it’s since tried to allay the concerns. At this point, the ride-hailing giant simply can’t afford another publicity debacle.
The government moves to stamp out monopolistic practices of some of China’s largest e-commerce platforms ahead of Single’s Day, the country’s busiest shopping festival. Merchants have traditionally been forced to be an exclusive supplier for one of these giants, but Beijing wants to put a stop to it and summoned Alibaba, JD.com, Pinduoduo (in Chinese) and other major retail players for talks on anti-competition this week.
Iqiyi, often hailed as the “Netflix of China,” reports widening net loss at $516.0 million in the third quarter ending September 30. The good news is it has added 25 million new subscribers to its video streaming platform. 99.2% of its 105.8 million user base are now paying members.
36Kr, one of China’s most prominent tech news sites, saw its shares tumble 10% in its Nasdaq debut on Friday. The company generates revenue from subscriptions, advertisements and enterprise “value-added” services. The last segment, according to its prospectus, is designed to “help established companies increase media exposure and brand awareness.”
Welcome back to This Week in Apps, the Extra Crunch series that recaps the latest OS news, the applications they support, and the money that flows through it all. What are the developers talking about? What Do app publishers and marketers need to know? How is international politics playing out in the App Store? What apps is everyone using?
As November kicks off, we’re looking at a number of big apps launches from Microsoft and Adobe — as well as what went wrong. We’re also looking at the iOS bug-squashing release, a bunch of data about app install trends around the world, Google Play’s new loyalty program and what it means for developers, the continued scrutiny of Chinese apps by the U.S. government, and more.
eMarketer remindS us that it recently put out a big report on app installs with a ton of insights. It’s actually been live for a few months, but ICYMI, here are some of the key data points and highlights:
iOS Bug Squashing: Apple fixed the iOS bug that killed your background apps. Apple this week finally squashed a very annoying bug in iOS 13 that made the OS overly aggressive about killing background apps and tasks. Apps like Safari, YouTube, Overcast and others were impacted, leading users to lose emails or the video they were watching just when they switched away for a few seconds. What Apple can’t fix is a growing concern that Apple has “lost the plot” following a series of extremely buggy software updates across its product line, which made users hesitant to upgrade to macOS Catalina, and bricked people’s HomePods.
Google admits it can’t secure the Play Store on its own: Google this week announced partnerships with security firms ESET, Lookout, and Zimperium to form what it has branded the “App Defense Alliance.” The goal, the company says, is to unite the security industry to fight malicious apps across Android’s ecosystem of 2.5 billion devices. Basically, Google will integrate its own detection systems with each partner’s scanning engine to help it uncover potential risks and threats. However, the fact that Google is now essentially outsourcing security to a partner ecosystem is an admission of failure, to some extent, about its abilities to keep the Play Store free from bad actors on its own. (But of course, we all knew that already, right?)
Photoshop for iPad is tanking: Adobe released its most important mobile app ever with this week’s launch of Photoshop for iPad. But fans panned the app because it’s missing several key features. Like RAW support! The app now has 2 stars out of 5…yikes. So what went wrong?
To read more, subscribe to Extra Crunch.
The disappointing debut followed 36Kr’s decision to slash the size of its offering from 3.6 million shares to 1.4 million and pricing its shares at $14.5, the bottom of marketed range. This meant that the firm, which had initially aimed to raise as much as $100 million, settled for $20 million. A company top executive said that even as the offering is smaller, it has great confidence in its stock’s future performance.
The nine-year-old Chinese company’s decision to list in the U.S., instead of Hong Kong especially considering the ongoing trade war between the two nations also surprised many.
In an interview with Yahoo Finance on Friday, 36Kr founder and co-chairman Cheng-Cheng Liu said the company decided to go public on Nasdaq because “our team thinks the U.S. stock market is one of the most matured markets in the world. Also, we have business outside of China.”
36Kr provides financials on companies, market updates, and commentaries. It maintains an English website as well and makes money through ads and multiple subscription offerings. The company could look to expand its business in North America in the future, said Liu. He also said that the company is betting that “the U.S. and China will be friends again.”
Liu said the recent instances such disappointing debut of Uber and tremendous fall of We, which postponed its public debut, should not affect 36Kr’s performance because unlike other companies 36Kr is “not cash burning” and has been profitable. In the first half of 2019, 36Kr generated a revenue of $29.4 million, a 179% year-over-year increase
The company, often called “Crunchbase* of China,” counts Ant Financial, Matrix Partners China, e.ventures, and Infinity Ventures among its investors and has raised over $100 million in venture fund. Crunchbase, which late last month raised $30 million, started as part of TechCrunch and has since spun out.
Mobileye, the Israeli-based automotive sensor company acquired by Intel in 2017 for $15.3 billion, is partnering with Chinese electric car startup Nio to develop autonomous vehicles that consumers can buy.
The companies, which describe this as a “strategic collaboration,” aim to bring highly automated and autonomous vehicles to consumer markets in China and “other major territories.”
Under the agreement, Nio will engineer and manufacture a self-driving system designed by Mobileye. The self-driving system will target consumer autonomy — meaning cars people can buy — a departure from the traditional industry approach of developing autonomous vehicles just for ride-hailing services.
Nio will mass produce the system for Mobileye’s driverless ride-hailing services and also plans to integrate the technology into its electric vehicle lines for consumer markets. This variant will target initial release in China, with plans to subsequently expand into other global markets, the companies said.
The self-driving system will be based on Mobileye’s Level 4 AV kit and be engineered for automotive qualification standards, quality, cost and scale, the companies said in a joint statement.
One year ago, Volkswagen Group, Intel’s Mobileye and Champion Motors said they planned to deploy Israel’s first self-driving ride-hailing service in 2019 through a joint venture called New Mobility in Israel. The group was supposed to begin testing this year in Tel Aviv and roll out the service in phases until reaching full commercialization in 2022. (Intel and Mobileye began testing self-driving cars in Jerusalem in May 2018.)
Twiga, a B2B food distribution company, will use its funds to set up a distribution center in Nairobi and deepen its conversion to offering supply chain services for both agricultural and FMCG products.
The startup is also targeting Pan-African expansion to French speaking West Africa by third quarter 2020, CEO Peter Njonjo told TechCrunch.
The venture has moved quickly on diversifying its supply-chain product mix. “We’re not just doing fruits and vegetables…I’d say we’re at 50/50 now between FMCG and fresh,” said Njonjo.
Twiga doesn’t plan to move toward entering or supplying B2C e-commerce, where it could become a competitor to other online retailers, such as Jumia.
But the company has factored for advantages in the B2C e-commerce space. “If you’re able to serve Nairobi’s 180,000 retailers, it means that the furthest customer would be less than two kilometers away from any shop. That’s the power of building a B2C business on top of a B2B platform. So definitely, the potential is there,” said Njonjo.
China is known for its relationship with Africa based on trade and infrastructure, but not so much for tech. That’s changing with a number of Chinese actors increasing the country’s digital influence across the continent’s tech markets.
This includes Africa focused mobile phone Transsion’s IPO and planned expansion in Africa and recent moves on the continent by Alibaba and Chinese owned Opera.
In an ExtraCrunch feature, TechCrunch detailed China’s growing tech ties with Africa and what they could mean for the continent’s innovation ecosystem and Africa’s relationship with China overall.
In two stories in Ocotober, TechCrunch followed Jumia’s IPO lockup expiry and volatile share-price ahead of the Jumia’s November third-quarter earnings call.
The Africa focused e-commerce company — with online verticals in 14 countries — has had a bumpy ride since becoming the first tech venture operating in Africa to list on a major exchange. Jumia saw its opening share price of $14.50 jump 70% after its NYSE IPO in April.
Then in May, Jumia’s stock tumbled when it came under assault from a short-seller, Andrew Left, who accused the company of fraud in its SEC filings.
In August, Jumia’s 2nd quarter earnings showed upside and downside: revenue growth still with big losses. Much of it may have been overshadowed by Jumia’s own admission of a fraud perpetrated by some employees and agents of its JForce sales program.
Jumia’s core investors appeared to show continued confidence in the company in October, when there wasn’t a big sell-off after the IPO lockup period expired.
It appears that what Jumia disclosed does not validate the claims in Citron Research’s May report. But the markets still seem wary of the company’s stock, which now stands at roughly half its opening IPO price.
Jumia will have a chance to clear up any lingering confusion and showcase its latest numbers on its third-quarter earnings call November 12.
TechCrunch reported additional details to two big African tech market events that happened over the last year. First, Naspers Foundry’s new leader, Phuthi Mahanyele-Dabengwa, confirmed the 1.4 billion rand (≈$100 million) VC arm of South Africa’s Naspers is accepting pitches.
Announced in late 2018, Naspers Foundry will make equity investments in various amounts, primarily from Series A up to Series B in South African ventures. Founders from other parts of Africa with startup operations in South Africa can be considered for funding, Mahanyele-Dabengwa clarified.
CcHub and iHub CEO Bosun Tijani revealed more detail about the recent merger of both names. CcHub – iHub will pursue more operating revenue from consulting and VC investing, vs. grants, according to Tijani. The new Nigeria and Kenya based innovation network will also look to bring an Africa startup tour to the U.S. and is considering opening an office in San Francisco, he said.
More Africa-related stories @TechCrunch
At the recent TechCrunch Disrupt SF, Senegalese VC investor Marieme Diop suggested that Silicon Valley’s unicorn IPO model might not be right for African startups. The is largely because the …
African tech around the ‘net
Hello and welcome back to TechCrunch’s China Roundup, a digest of recent events shaping the Chinese tech landscape and what they mean to people in the rest of the world. It’s been a very busy last week of October for China’s tech bosses, but first, let’s take a look at what some of them are doing in the neck of your woods.
The challenge facing TikTok, a burgeoning Chinese video-sharing app, continues to deepen in the U.S. Lawmakers have recently called for an investigation into the social network, which is operated by Beijing-based internet upstart ByteDance, over concerns that it could censor politically sensitive content and be compelled to turn American users’ data over to the Chinese government.
TikTok is arguably the first Chinese consumer app to have achieved international scale — more than 1 billion installs by February. It’s done so with a community of creators good at churning out snappy, light-hearted videos, highly localized operations and its acquisition of rival Musical.ly, which took American teens by storm. In contrast, WeChat has struggled to build up a significant overseas presence and Alibaba’s fintech affiliate Ant Financial has mostly ventured abroad through savvy investments.
TikTok denied the American lawmakers’ allegations in a statement last week, claiming that it stores all U.S. user data locally with backup redundancy in Singapore and that none of its data is subject to Chinese law. Shortly after, on November 1, Reuters reported citing sources that the U.S. government has begun to probe into ByteDance’s acquisition of Musical.ly and is in talks with the firm about measures it could take to avoid selling Musical.ly . ByteDance had no further comment to add beyond the issued statement when contacted by TechCrunch.
The new media company must have seen the heat coming as U.S.-China tensions escalate in recent times. In the long term, TikTok might have better luck expanding in developing countries along China’s Belt and Road Initiative, Beijing’s ambitious global infrastructure and investment strategy. The app already has a footprint in some 150 countries with a concentration in Asia. India accounted for 44% of its total installs as of September, followed by the U.S. at 8%, according to data analytics firm Sensor Tower.
ByteDance is also hedging its bets by introducing a Slack-like workplace app and is reportedly marketing it to enterprises in the U.S. and other foreign countries. The question is, will ByteDance continue its heavy ad spending for TikTok in the U.S., which amounted to as much as $3 million a day according to a Wall Street Journal report, or will it throttle back as it’s said to go public anytime soon? Or rather, will it bow to U.S. pressure, much like Chinese internet firm Kunlun selling LGBTQ dating app Grindr (Kunlun confirmed this in a May filing), to offload Musical.ly?
The other Chinese company that’s been taking the heat around the world appears to be faring better. Huawei clung on to the second spot in global smartphone shipments during the third quarter and recorded the highest annual growth out of the top-5 players at 29%, according to market analytics firm Canalys. Samsung, which came in first, rose 11%. Apple, in third place, fell 7%. Despite a U.S. ban on Huawei’s use of Android, the phone maker’s Q3 shipments consisted mostly of models already in development before the restriction was instated, said Canalys. It remains to be seen how distributors around the world will respond to Huawei’s post-ban smartphones.
Another interesting snippet of Huawei handset news is that it’s teamed up with a Beijing-based startup named ACRCloud to add audio recognition capabilities to its native music app. It’s a reminder that the company not only builds devices but has also been beefing up software development. Huawei Music has a content licensing deal with Tencent’s music arm and claims some 150 million monthly active users, both free and paid subscribers.
China’s modern-day nomads want flexible and cost-saving housing as much as their American counterparts do. The demand has given rise to apartment-rental services like Danke, which is sometimes compared to WeLive, a residential offering from the now besieged WeWork that provides fully-furnished, shared apartments on a flexible schedule.
Four-year-old Danke has filed with the U.S. Securities and Exchange Commission and listed its offering size at $100 million, typically a placeholder to calculate registration fees. Backed by Jack Ma-controlled Ant Financial, the loss-making startup is now leasing in 13 Chinese cities, aggressively growing the number of apartments it operated to 406,746 since 2015. Its smaller rival Qingke has also filed to go public in the U.S. this week. Also operating in the red, Qingke has expanded its available rental units to 91,234 since 2012.
Apartment rental is a capital-intensive game. Services like Danke don’t normally own property but instead lease from third-party apartment owners. That means they are tied to paying rents to the landlords irrespective of whether the apartments are ultimately subleased. They also bear large overhead costs from renovation and maintenance. Ultimately, it comes down to which player can arrange the most favorable terms with landlords and retain tenants by offering quality service and competitive rent.