We’ve constantly been sharing a list of our recent reads in our weekly emails for The Good Investors.
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But since our readership-audience for The Good Investors is wider than our subscriber base, we think sharing the reading list regularly on the blog itself can benefit even more people. The articles we share touch on a wide range of topics, including investing, business, and the world in general.
Here are the articles for the week ending 11 April 2021:
1. Twitter thread on the importance of learning how to sell your product – Yuri Sagalov
It’s been almost 10 years since one of my most embarrassing fundraising moments as a founder. A moment so embarrassing that I couldn’t talk about it for years. It taught me the difference between raising a Seed round and a Series A, as well as some well needed humility.
In 2010, our seed raise was a breeze. We were young, arrogant, and deeply technical — a recipe for an oversubscribed round in 2010. We confidently handwaved away questions like “how will you get customers?” and spent most of our time building product.
In 2011 we started getting approached by Sand Hill funds to talk about a potential Series A, in the way that Sand Hill funds approach startups: They’re excited, they’re ready to fund, but actually they just want to learn more. Suddenly, we found ourselves fundraising again.
We were building an enterprise product but still didn’t really have any paying customers (we had some free users). This time around my handwaving didn’t work as well. Some investors politely nodded and then passed, but one AAA Sand Hill partner meeting went particularly poorly…
…We had users, and we even had some users who loved the product. But, ultimately, we were building a B2B/Enterprise product, and in 2010/2011 I knew nothing about sales and go to market. I made the naive mistake of believing that if we build it, they will come.
The partner and I sparred back and forth for a few minutes, until he suddenly interrupted me and said: “Yuri, hope isn’t a strategy.” He then got up and left the room, leaving me to awkwardly finish the final 20 min of the meeting with his other partners…
…I spent a lot of time being offended and angry at how that partner behaved in that meeting. And while I continue to think he could have acted nicer — he was also right. We *didn’t* have a plan on how to get customers at that point, and we weren’t ready to raise our next round.
2. When Jeff Bezos’s 2-Pizza Teams Fell Short, He Turned to the Brilliant Model Amazon Uses Today – Jeff Haden
You’ve probably heard of Amazon’s two-pizza-team rule: No team should be larger than the number of people that can be adequately fed by two large pizzas.
What you likely don’t know is that despite the approach’s initial success, few people inside Amazon actually talk about two-pizza teams.
Instead, the model was gradually refined and ultimately replaced by a far more capable type of team model, one still in use today…
…Amazon found that the biggest predictor of a team’s success wasn’t whether it was small but whether it had a leader with “the appropriate skills, authority, and experience to staff and manage a team whose sole [my italics] focus was to get the job done.”
Or as Amazon’s SVP of devices, Dave Limp, said, “The best way to fail at inventing something is by making it somebody’s part-time job.”
That’s why, in time, two-pizza teams evolved into single-threaded leader (STL) teams, a term borrowed from computer science that means to only work on one thing at a time.
Single-threaded is term borrowed from computer science that means to only work on one thing at a time.
One example of how a single-threaded leader team succeeded where two-pizza teams failed? The idea that became Fulfillment by Amazon (FBA).
The idea behind FBA was simple: give third-party sellers access to Amazon’s warehouse and shipping services.
The benefits for third-party sellers were clear: Merchants would send products to Amazon for Amazon to store, pick, pack, and ship on their behalf, not only eliminating a third-party seller’s logistics headaches, but making warehousing costs variable rather than fixed.
Executives in retail and operations teams thought FBA was a great idea, but for well over a year nothing happened. They were all “exceptionally capable people, but they didn’t have the bandwidth to manage the myriad details FBA entailed,” the authors write.
Then Tom Taylor, a VP at the time, was asked to drop all his other responsibilities and was given full authority to hire and staff a team. Crucially, that team was also given sufficient autonomy to build and roll out their assigned task–without coordinating with or seeking approval from other teams.
In short, one highly skilled person was put in charge — and not only had the authority to see the project through, but was allowed to focus solely on seeing the project through.
3. The company that modern capitalism couldn’t survive long without – Samanth Subramanian
Which makes it all the more remarkable that a single Dutch company sits at the very heart of this $439 billion industry. At its headquarters in Veldhoven, in the Netherlands, ASML assembles photolithography machines, which etch circuit patterns onto chip wafers using low-wavelength light. Other companies make such machines too, but ASML controls more than 60% of the market; in 2019, its revenue was 11.8 billion euros ($13.2 billion). It is also the only manufacturer of the latest, most precise generation of chip-making machines, which uses extreme ultraviolet light (EUV), with a wavelength of 13.5 nanometers—a ten-thousandth the width of a human hair.
It’s difficult to think of another company anywhere that is simultaneously this important and yet this unknown to the public at large. If Veldhoven vanished tomorrow, our version of capitalism—our cellphone-toting, remote-working, Netflix-binging, online-buying, cloud-storing, smart car-driving, Internet-of-Things-ing capitalism—would judder to a halt. ASML isn’t a monopoly, but its market depends upon its technology to a degree that can almost be discomfiting…
…The world’s largest consumer of semiconductor chips is China; in 2020, the country imported 543 billion chips, worth around $350 billion. Its state-owned chipmaker, SMIC, was founded in 2000. “Back then, the manufacturing didn’t have to be as precise, so it didn’t matter if you didn’t have clean rooms or if a truck rolling down the road outside shook the building minutely,” Sinha said.
But over the past decade or so, the processes have become much more exacting. At the same time, Sinha said, the US government grew worried about what China might use cutting-edge chips for, and what surveillance technology it might install on any chips it sells to the world. “The concern was, if you allow China to go and make chips at scale using an EUV, those chips would be impossible to scrutinize with all their billions of transistors on them,” Sinha said. Under US pressure, chipmakers were restricted from selling their products to Huawei. Along similar lines, ASML’s EUV was placed on the Wassenaar list, a multilateral regime that controls the export of several critical technologies to non-member states such as China.
It doesn’t take any great insight into the human psyche to discover what Wennink, ASML’s CEO, thinks of not being able to sell to the world’s biggest market. He knows that behind the ban on selling EUVs to China is not just a worry about national security but also an act of economic one-upmanship—a desire to keep China dependent on non-Chinese vendors. Most military applications don’t even need cutting-edge chips from EUVs, he argued. They can work just fine with older chips. “And the argument we make to governments is that…our equipment is part of a production system for products that are so multifunctional and general purpose,” Wennink said. “They help process medical data. Or traffic data… You try to educate governments that a sanction will slow innovation, and costs will go up.”
4. Google Director Of Engineering: This is how fast the world will change in ten years – Michael Simmons
Ray Kurzweil, the director of engineering at Google and arguably the world #1 futurist, breaks down what the second half of the exponential curve better than anyone else in his book, The Singularity Is Near.
Kurzweil’s basic premise is this: “The future will be far more surprising than most people realize.”
The reason it’ll be more surprising, he argues, is, “because few observers have truly internalized the implications of the fact that the rate of change itself is accelerating.” In other words, “an exponential curve looks like a straight line when examined for only a brief duration. As a result, even sophisticated commentators, when considering the future, typically extrapolate the current pace of change over the next ten years or one hundred years to determine their expectations.”…
…“My models show that we are doubling the paradigm-shift rate every decade.” — Ray Kurzweil…
…To summarize the profundity of this 10-year doubling rate, Kurzweil says:
“We won’t experience one hundred years of technological advance in the twenty-first century; we will witness on the order of twenty thousand years of progress (again, when measured by today’s rate of progress), or about one thousand times greater than what was achieved in the twentieth century.”
Let that sink in for a second…
…“In order to keep up with the world of 2050, you will need not merely to invent new ideas and products but above all to reinvent yourself again and again.” — Yuval Noah Harari
To recap, we are on the precipice of an era of extreme competition — which means that the amount and pace of competition will accelerate 4x in the next 20 years. If you don’t prepare now, you will be progressively outcompeted and overwhelmed. So the question becomes, how do you want to run the race?
A few options emerge:
1. Follow the pace of the crowd: In other words, do what most people are doing (i.e. get a 9–5 job and do what’s expected of you). This is the least stressful option in the short-term, but you risk falling behind in the long-term.
2. Work harder than others: This helps you progress in your career faster, but you sacrifice time with family & friends along with personal health… not to mention that you risk losing out to people who are learning more than you.
3. Outlearn others and let your knowledge compound: Learning is the ultimate productivity hack. In other words, it provides the greatest leverage. It’s the tool that the greatest innovators and business thinkers of our time (Elon Musk, Jeff Bezos, Bill Gates, Warren Buffett, and others) use to get ahead.
5. Bill Hwang Had $20 Billion, Then Lost It All in Two Days – Erik Schatzker, Sridhar Natarajan, and Katherine Burton
Before he lost it all—all $20 billion—Bill Hwang was the greatest trader you’d never heard of.
Starting in 2013, he parlayed more than $200 million left over from his shuttered hedge fund into a mind-boggling fortune by betting on stocks. Had he folded his hand in early March and cashed in, Hwang, 57, would have stood out among the world’s billionaires. There are richer men and women, of course, but their money is mostly tied up in businesses, real estate, complex investments, sports teams, and artwork. Hwang’s $20 billion net worth was almost as liquid as a government stimulus check. And then, in two short days, it was gone.
The sudden implosion of Hwang’s Archegos Capital Management in late March is one of the most spectacular failures in modern financial history: No individual has lost so much money so quickly. At its peak, Hwang’s wealth briefly eclipsed $30 billion. It’s also a peculiar one…
…He became the biggest of whales—financial slang for someone with a dominant presence in the market—without ever breaking the surface. By design or by accident, Archegos never showed up in the regulatory filings that disclose major shareholders of public stocks. Hwang used swaps, a type of derivative that gives an investor exposure to the gains or losses in an underlying asset without owning it directly. This concealed both his identity and the size of his positions. Even the firms that financed his investments couldn’t see the big picture.
That’s why on Friday, March 26, when investors around the world learned that a company called Archegos had defaulted on loans used to build a staggering $100 billion portfolio, the first question was, “Who on earth is Bill Hwang?” Because he was using borrowed money and levering up his bets fivefold, Hwang’s collapse left a trail of destruction. Banks dumped his holdings, savaging stock prices. Credit Suisse Group AG, one of Hwang’s lenders, lost $4.7 billion; several top executives, including the head of investment banking, have been forced out. Nomura Holdings Inc. faces a loss of about $2 billion…
…On March 25, when Hwang’s financiers were finally able to compare notes, it became clear that his trading strategy was strikingly simple. Archegos appears to have plowed most of the money it borrowed into a handful of stocks—ViacomCBS, GSX Techedu, and Shopify among them. This was no arbitrage on collateralized bundles of obscure financial contracts. Hwang invested the Tiger way, using deep fundamental analysis to find promising stocks, and he built a highly concentrated portfolio. The denizens of Reddit’s WallStreetBets day trading on Robinhood can do almost the same thing, riding such popular themes as cord cutting, virtual education, and online shopping. Only no brokerage will extend them anywhere near the amount of leverage billionaires get…
…U.S. rules prevent individual investors from buying securities with more than 50% of the money borrowed on margin. No such limits apply to hedge funds and family offices. People familiar with Archegos say the firm steadily ramped up its leverage. Initially that meant about “2x,” or $1 million borrowed for every $1 million of capital. By late March the leverage was 5x or more.
Hwang also kept his banks in the dark by trading via swap agreements. In a typical swap, a bank gives its client exposure to an underlying asset, such as a stock. While the client gains—or loses—from any changes in price, the bank shows up in filings as the registered holder of the shares.
That’s how Hwang was able to amass huge positions so quietly. And because lenders had details only of their own dealings with him, they, too, couldn’t know he was piling on leverage in the same stocks via swaps with other banks. ViacomCBS Inc. is one example. By late March, Archegos had exposure to tens of millions of shares of the media conglomerate through Morgan Stanley, Goldman Sachs Group Inc., Credit Suisse, and Wells Fargo & Co. The largest holder of record, indexing giant Vanguard Group Inc., had 59 million shares…
…The fourth quarter of 2020 was a fruitful one for Hwang. While the S&P 500 rose almost 12%, seven of the 10 stocks Archegos was known to hold gained more than 30%, with Baidu, Vipshop, and Farfetch jumping at least 70%.
All that activity made Archegos one of Wall Street’s most coveted clients. People familiar with the situation say it was paying prime brokers tens of millions of dollars a year in fees, possibly more than $100 million in total. As his swap accounts churned out cash, Hwang kept accumulating extra capital to invest—and to lever up. Goldman finally relented and signed on Archegos as a client in late 2020. Weeks later it all would end in a flash.
The first in a cascade of events during the week of March 22 came shortly after the 4 p.m. close of trading that Monday in New York. ViacomCBS, struggling to keep up with Apple TV, Disney+, Home Box Office, and Netflix, announced a $3 billion sale of stock and convertible debt. The company’s shares, propelled by Hwang’s buying, had tripled in four months. Raising money to invest in streaming made sense. Or so it seemed in the ViacomCBS C-suite.
Instead, the stock tanked 9% on Tuesday and 23% on Wednesday. Hwang’s bets suddenly went haywire, jeopardizing his swap agreements. A few bankers pleaded with him to sell shares; he would take losses and survive, they reasoned, avoiding a default. Hwang refused, according to people with knowledge of those discussions, the long-ago lesson from Robertson evidently forgotten.
That Thursday his prime brokers held a series of emergency meetings. Hwang, say people with swaps experience, likely had borrowed roughly $85 million for every $20 million, investing $100 and setting aside $5 to post margin as needed. But the massive portfolio had cratered so quickly that its losses blew through that small buffer as well as his capital.
The dilemma for Hwang’s lenders was obvious. If the stocks in his swap accounts rebounded, everyone would be fine. But if even one bank flinched and started selling, they’d all be exposed to plummeting prices. Credit Suisse wanted to wait.
Late that afternoon, without a word to its fellow lenders, Morgan Stanley made a preemptive move. The firm quietly unloaded $5 billion of its Archegos holdings at a discount, mainly to a group of hedge funds. On Friday morning, well before the 9:30 a.m. New York open, Goldman started liquidating $6.6 billion in blocks of Baidu, Tencent Music Entertainment Group, and Vipshop. It soon followed with $3.9 billion of ViacomCBS, Discovery, Farfetch, Iqiyi, and GSX Techedu.
When the smoke finally cleared, Goldman, Deutsche Bank AG, Morgan Stanley, and Wells Fargo had escaped the Archegos fire sale unscathed. There’s no question they moved faster to sell. It’s also possible they had extended less leverage or demanded more margin. As of now, Credit Suisse and Nomura appear to have sustained the greatest damage. Mitsubishi UFJ Financial Group Inc., another prime broker, has disclosed $300 million in likely losses.
6. Here’s how Lazada lost its lead to Shopee in Southeast Asia (Part 1 of 2) – Late Post
Southeast Asia’s homegrown e-commerce platform, Shopee, is a pioneer in more ways than one. Formed in 2015, it is an offshoot of gaming company Garena, helmed by founders who studied abroad and worked overseas for multinational companies. Its fourth quarter and full year 2020 financial reports indicate that Shopee’s turnover for the year was USD 35.4 billion, double that of 2019 and accounting for 57% of the entire Southeast Asian e-commerce market’s transaction volume.
Yet Shopee’s position is far from secure, as a seasoned online retailer from China wants a piece of the market too. Alibaba (NYSE: BABA; HKG: 9988), China’s largest e-commerce company, has been sparing no effort to extend its reach in the region. Southeast Asia was the largest and first overseas market where Alibaba landed. Alibaba CEO Daniel Zhang Yong and co-founder Peng Lei flew into the region for meetings on a monthly basis. In 2016, when Shopee was still a fledgling firm, Alibaba acquired Lazada, which was at the time the largest e-commerce company in the region.
Now, Shopee seems to have captured the lion’s share of the market. Its parent company, Sea Limited (NYSE: SE), is the largest tech company in the region, with a market value of nearly USD 130 billion…
…A good number of former Alibaba employees believed that selecting a suitable region for expansion was a simple matter. “Amazon’s home turf is in the Americas and Europe, and there is almost no chance of succeeding there. Russia and the Middle East are close to China, but their slower speed of economic development is not ideal. India is a potential area for investment, but it is impossible to do it without the assistance of local partners. Africa and Southeast Asia are the only two regions left. Compared to Southeast Asia, Africa’s distance from China and limited human resources pool is a problem,” they said to LatePost…
…Alibaba entered the regional market through Lazada, which was established in Singapore in 2012. Lazada contains the DNA of German incubator Rocket Internet, which itself is notorious for being a “copycat factory” that duplicates business models lifted from Silicon Valley and transplants them in new locations abroad.
By 2015, Lazada’s GMV had exceeded USD 1.3 billion, surpassing Indonesian counterpart Tokopedia to become the region’s leading e-commerce platform. Not long after, in April 2016, Alibaba bought a 51% stake in Lazada, then followed up with an investment of USD 1 billion in June 2017 to raise its stake to 83%…
…Following the acquisition, Alibaba promised Lazada that it would be able to maintain independent operations, but disagreements and conflict quickly broke out.
“For example, in 2017, Cainiao [Alibaba’s delivery provider] wanted to build a 10,000 sqm warehouse, but Lazada wanted to try one that was 5,000 sqm first,” said a Lazada insider. “That year, Alibaba also wanted to bring some major international brands to Lazada, but Lazada’s employees felt that these brands were too expensive and would not be received well by locals.”
In order to ensure that its directives would be implemented, Alibaba decided to transform Lazada’s internal structure, announcing in March 2018 that Peng Lei, Ant Financial’s former CEO, would take over as CEO of Lazada, as part of the terms of a USD 2 billion investment.
After this mammoth financing, Lazada did not immediately move to counteract its competitors, but instead began the process of cleaning up its internal organization. A Lazada advertising supplier told LatePost that because Lazada was almost a wholly owned subsidiary, account management across multiple countries was now more complicated, and until this could be sorted out, budgeting and spending nearly ground to a halt…
…At the end of 2017, Shopee’s parent company, Garena, changed its name to Sea Limited and listed on the New York Stock Exchange at a value of USD 6.3 billion.
“After it went public, many Shopee people sold their stock,” said an investor of Shopee. “They didn’t believe that it was possible for it to grow bigger.”
In 2018, however, Shopee seized the opportunity to launch an offensive in light of Lazada’s stagnation in Southeast Asia, led by CEO Chris Feng. Today, Shopee’s market capitalization has exceeded USD 120 billion. It is said by Shopee’s employees that 80% of Sea Limited’s stock price is supported by Shopee’s growth potential, while 80% of Shopee is supported by Feng.
Chris Feng is a native of Huai’an, Jiangsu, and received a scholarship from the Singaporean government in 2000 when he was a sophomore in high school. Later, he attended the National University of Singapore to study computer science, and pursued further studies at Stanford University. He joined McKinsey and then moved to Rocket Internet, where he became responsible for Lazada’s cross-border business.
Insiders close to Feng say he led a team’s defection from Lazada to join Garena in 2014 due to dissatisfaction with the situation at Lazada. He founded the mobile games division of Garena and started Shopee a year later. According to people familiar with the matter, he is well respected by his subordinates and characterized as a “very, very smart and very, very confident” person who “reacts quickly and has excellent abilities of recall.” Reportedly, he holds large-scale meetings involving dozens of individuals every two weeks, and can casually invoke data and information mentioned during previous meetings with ease.
On weekdays, Feng is known to wear Shopee’s team shirts, only donning formal suits on formal occasions. He still lives in affordable public housing (HDB) flats set up by the Singaporean government. A longtime friend of his has commented that Feng does not value money, but is “really a person who wants to do big things.”
Feng’s experience and contacts in Lazada are said to have been crucial to Shopee’s growth. For example, he was keenly aware of Lazada’s chaotic situation in 2018 and seized the chance to launch an offensive.
Disclaimer: The Good Investors is the personal investing blog of two simple guys who are passionate about educating Singaporeans about stock market investing. By using this Site, you specifically agree that none of the information provided constitutes financial, investment, or other professional advice. It is only intended to provide education. Speak with a professional before making important decisions about your money, your professional life, or even your personal life. Of all the companies mentioned, we currently have a vested interest in Alphabet (parent of Google), Amazon, Apple, ASML, Netflix, Sea, and Shopify. Holdings are subject to change at any time.