Videos | KrASIA

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At the foot of green hills where farmers raise chickens and cultivate jasmine tea and rice, construction workers have been putting the final touches on an infrastructure project that policymakers hope will bring new growth to the southern Chinese region of Guangxi and neighboring inland provinces.

Most of the massive trade China conducts with other nations flows through ports and airports along the country’s long and prosperous eastern coast, particularly at the mouths of the Yangtze and Pearl rivers. Opening after four years of construction, the new Pinglu Canal is intended to divert some of China’s east-west trade flows toward the country’s short southern coast and intensify economic connections with Southeast Asia, which in recent years has overtaken both North America and Europe to become the country’s biggest trading partner.

Dubbed by officials as the “project of the century,” the new north-south link will enable cargo ships to turn south from the Xi River, which flows east into the Pearl River Delta, and reach the sea more quickly at the Beibu Gulf, known outside China more commonly as the Gulf of Tonkin.

During a visit last month to Qinzhou, where the canal reaches the Beibu, excavators were removing sediment from the riverbed while cranes swung concrete panels into position to line the new channel. Trucks carrying cement and construction materials clogged nearby roads.

Fisher Tan Hui has already been diverted. Access to the stretch of the Xi where he has long made a living catching fish near Hengzhou, where the canal starts, has been restricted for construction work, so lately he has been ferrying tourists around instead.

“I took seven people out for a two-hour boat ride along the canal yesterday,” Tan said. “I hope more tourists will come.”

Chances are high as the authorities are publicly showcasing the Pinglu as a great feat of engineering, comparing it to the opening of the Grand Canal—which still runs from Beijing almost all the way to Shanghai—more than 1,000 years ago.

While the Pinglu is less than a 10th as long as the Grand Canal, it was completed just four years after construction began. This impressive pace contrasts with the halting advance of canal projects involving Chinese interests in Southeast Asia and other regions. Yet the question of payback on China’s RMB 72.7 billion (USD 10.8 billion) investment in the Pinglu barely enters into discussion.

For Beijing, which has funded Pinglu’s construction through state-owned policy and commercial banks, direct returns on investment are not the point, said Jean-Paul Rodrigue, a professor of maritime business administration at Texas A&M University at Galveston.

“You create accessibility and all sorts of spillover effects [like] new investment, new markets, new trade relations,” he said. “We’re talking about a decade or two in the future. Meanwhile, you have a very big infrastructure sunk cost.”

This year’s priority has been to complete the canal in time for the China-ASEAN Expo. “All localities and relevant departments in the region must go all out, fulfill their mission and leave no regrets,” was the message that came out of a meeting of regional Communist Party leaders last month.

Getting to this point has been a huge undertaking. Although the lower section of the Pinglu tracks the course of the Qin River out to the Beibu Gulf, the upper section was blasted through Guangxi’s mountainous interior. Some 315 million cubic meters of earth and rock were excavated from the hills and the channel of the Qin, enough to fill Beijing’s National Stadium 105 times.

All this digging still left the problem of smoothing out a 65-meter decline to sea level for boats traveling out into the gulf. To deal with this, engineers constructed three sets of hydraulic locks capable of lifting or lowering a loaded ship weighing up to 5,000 metric tons. The massive lock doors can snap shut in 30 seconds.

Key components of the locks’ hydraulic operating systems were designed and manufactured domestically. The canal project also produced significant technological breakthroughs, such as the vertical stacking of water-saving pools and the use of 3D printing to make the hydraulic gates’ control mechanisms, according to state media interviews with project engineers and researchers.

While China’s infrastructure building in recent decades has focused on highways, railways, dams, ports, and airports rather than waterways, groundwork for the Pinglu was laid by other recent projects such as the Jianghuai Canal.

The 355-kilometer waterway parallels a stretch of the Grand Canal and was completed in 2023 as part of a wide-ranging effort to shift water from the free-flowing Yangtze to rivers like the drier Huaihe in north China. Planners are currently evaluating plans for two more extended north-south canals: The Xianggui, which would link the Yangtze and the Xi rivers, and the Ganyue, which would connect the Yangtze and Pearl rivers.

Such ambitions have raised concerns about potential overbuilding. In an interview with Chinese media, Charles Guowen Wang, director of the Center for Logistics and Supply Chain Management at the China Development Institute in Shenzhen, said some proposed inland canals would involve “huge water resource consumption, inter-provincial coordination costs and high engineering investments. … We need to be realistic.”

Meanwhile, Chinese-backed canal projects overseas have made far less progress.

Two years ago, Chinese government officials and executives from state-owned China Bridge and Road Corporation joined Cambodian Prime Minister Hun Manet at a ceremony to break ground on the Funan Techo Canal, a USD 1.7 billion channel to run from Phnom Penh to the Cambodian coast.

The 180-kilometer canal, to be built by a China Bridge joint venture and scheduled for completion in 2028, would reduce Cambodia’s reliance on Vietnamese seaports along the Mekong River Delta and, in the eyes of some observers, give Beijing strategic leverage against Hanoi.

Although local officials announced last year that they had finalized the scope of work to be done, construction has yet to begin amid extended discussions over land rights and financing. On September 9, however, Cambodian officials signed an agreement in Xiamen, China, to receive around USD 1 billion in financing from the Export-Import Bank of China.

“The new Chinese financing could remove the biggest obstacle, but the real test now is whether we see compensation accelerate, contracts mobilized, heavy equipment deployed and sustained construction along substantial portions of the route,” said Ear Sophal, an associate professor of political economy at Arizona State University who studies Cambodia.

The government of neighboring Thailand in 2023 shelved a proposal backed by Chinese business interests to build a canal cutting across a narrow strip of land above the Malay Peninsula that would enable ships to bypass the Strait of Malacca. A year later, the Nicaraguan government revoked a concession granted to Chinese businessman Wang Jing to develop a USD 50 billion alternative to the Panama Canal after a decade of relative inactivity.

“Inside China, Beijing can mobilize financing, land, engineering capacity and political authority with extraordinary speed,” said James Borton, a senior fellow with Johns Hopkins University’s SAIS Foreign Policy Institute. “Overseas, even a strategically friendly country such as Cambodia introduces additional layers of sovereignty, financing, environmental review, compensation, domestic politics and relations with neighboring states.”

Back in Guangxi, the idea of building the Pinglu is credited to Sun Yat-sen, leader of the republican movement that brought down China’s imperial dynasty in 1911. In his 1920 book “The International Development of China,” Sun argued that the construction of a shipping channel to the Beibu port of Qinzhou would boost the economy of inland areas like the provinces of Yunnan and Guizhou.

In any case, the opening of the Pinglu should save companies in the area time and money. Compared with the current riverine route to Pearl River Delta ports like Guangzhou, Shenzhen, and Hong Kong, the canal will provide a 560-kilometer shortcut. This could translate into RMB 5.2 billion (USD 773.2 million) in annual savings, according to state broadcaster CCTV.

To add to the attraction, cargo ships will not be charged to transit the Pinglu’s locks for the rest of 2026. They are then to be charged RMB 1 (USD 0.15) per gross ton per lock. This compares with prices for auctioned slots to transit the locks of the Panama Canal which exceeded USD 2.5 million in some cases last month.

Chinese brokerage TF Securities estimated in a report two years ago that by 2035, the Pinglu Canal would bring 200 million tons of incremental annual freight volume to state-owned Beibu Gulf Port, whose portfolio includes Qinzhou as well as the nearby ports of Fangchenggang and Beihai.

This would represent a big jump from the 358 million tons of cargo the ports handled last year. The busiest terminal of Beibu Gulf Port, whose Shenzhen-listed shares have risen 27% over the past year, is operated by a joint venture with Singaporean state company PSA International.

Currently, trade between this corner of China and Southeast Asia is centered on bulk commodities, with coal, building materials and grain sent south and mineral resources coming north. Like local governments elsewhere in China, authorities in Guangxi in recent years have liberally doled out subsidies to incentivize high-tech manufacturing, but the results have been unimpressive.

Nanning, for example, extended financial support to electric vehicle maker Hozon New Energy Automobile, which set up a large factory not far from the Pinglu Canal. But despite aggressive marketing of its Neta-branded cars in Southeast Asia, Hozon racked up heavy losses and halted most production last year. The factory appeared dormant last month, with hundreds of uncompleted cars visible within.

Pinglu could potentially play a role in the accelerating shift of Chinese supply and production chains into Southeast Asia. Companies have been relocating operations both to take advantage of lower labor and other input costs in certain countries and to cope with heightened barriers to “Made in China” products in the US and other export markets.

“In the bigger picture, this strengthens ASEAN’s position in global supply chains as a cost-efficient manufacturing hub,” said Priyanka Kishore, director and principal economist at Asia Decoded, a Singapore-based research company.

Yet Southeast Asian governments may be starting to reconsider the merits of this kind of relationship.

“ASEAN governments face a delicate calculation,” Borton said. “They want the infrastructure and investment that come with deeper Chinese economic integration, but they do not necessarily want Southeast Asia to become the release valve for Chinese industrial overcapacity displaced from the US and European markets.”

Residents along the Pinglu, however, are hopeful the canal will generate new business opportunities.

“I am focusing on saving money so I can buy a house,” said Su Zixuan, a 20-year-old fish trader in Qinzhou. “I don’t know much about the canal, but I hope it makes this city develop faster.”

This article first appeared on Nikkei Asia. It has been republished here as part of 36Kr’s ongoing partnership with Nikkei.

Note: RMB figures are converted to USD at rates of RMB 6.73 = USD 1 based on estimates as of September 15, 2026, unless otherwise stated. USD conversions are approximate and, where appropriate, rounded for ease of reference. They may not fully match prevailing exchange rates.

22:T10ec, Pinglu Canal underscores China's turn toward Southeast Asia 23:Tdf5,

DJI and Insta360 compete in overlapping hardware categories, and their rivalry has extended to patent disputes. Their headquarters are also only a short drive apart in Shenzhen.

They have plenty of company. Across the city’s hardware belt, businesses making cameras, batteries, robots, and 3D printers operate within easy reach of one another. Few places offer such a concentration of engineers, component suppliers, prototyping services, and manufacturers.

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Building a working prototype is only the beginning. Producing thousands of units can expose problems that were less obvious when making one. A component may be difficult to source in sufficient quantities. An assembly process may need simplifying. Solving those problems often requires designers and manufacturing specialists to work through changes together.

Shenzhen makes it easier to find that expertise nearby. Some companies are close enough to share an elevator. Robotics companies EngineAI and Astribot, for example, occupy different floors of the same office tower. Proximity does not necessarily mean collaboration, but it illustrates how concentrated the industry has become.

Insta360’s own history illustrates the appeal. It moved to Shenzhen in 2015 after encountering difficulties scaling up production of optical modules for its panoramic cameras. The local supply chain helped it address that bottleneck.

The city’s pool of expertise also expands as people move between companies or start their own. EcoFlow’s founder previously worked in DJI’s battery division, while Bambu Lab’s founding team came from DJI’s consumer drone business. Both went on to build companies in different product categories while remaining in Shenzhen.

An employee’s departure can mean a loss of experience for one company while adding to the range of businesses nearby. Suppliers gain potential customers, and engineers gain more places to apply their skills.

Over time, these connections give new companies reasons to remain in Shenzhen, including those competing with established players. They can tap production expertise, supplier networks, and industry relationships that would take time to build elsewhere.

How has China responded to calls for an AI slowdown?

Chinese officials have criticized the warnings from Amodei and other American AI leaders as an effort to “monopolize” development. A Foreign Ministry spokesperson warned that the executives are “spreading narratives of threat, engaging in confrontation and resorting to malicious competition.”

The Chinese Communist Party-affiliated Global Times wrote that Amodei’s latest essay on risks—in which he said that a swarm of AI agents “could be capable of taking over the entire internet” in six to 12 months—is “geared toward safeguarding the US lead in AI relative to China.”

China has also pushed back against allegations by Amodei and US government agencies that Chinese labs are using “industrial-scale” distillation, a technique used to train AI models using input from larger models, to soak up the capabilities of frontier American models. A commentary published by the state-run People’s Daily described distillation as common practice, and accused Washington of a “blatant double standard” by allowing US companies to distill Chinese models while labeling the same activity by Chinese companies an “attack.”

The US “continues to adhere to a hegemonic logic where ‘only the US wins,’ rather than ‘shared success for humanity,'” the article argued.

How does Beijing view AI risk?

Although Chinese officials dispute the US warnings and characterization of Chinese AI as a threat, they have become increasingly vocal about security and the need to avoid a “loss of control.”

In an article published on September 13, Chen Yixin, China’s minister of state security, warned that the latest Anthropic and OpenAI models can “exploit cyber vulnerabilities” and develop malware. He also wrote that the open-source AI agent tool OpenClaw, which went viral in China earlier this year, can remotely hijack devices and leak sensitive user information.

His worries echoed a speech Xi gave at the World Artificial Intelligence Conference in Shanghai in July, where the president called for stronger oversight and governance to “ensure that AI remains under human control at all times.”

Over the past year, China’s AI governance has expanded beyond content control to address broader risks, most visibly those posed by increasingly autonomous agents, according to a July report by Beijing-based AI safety consultancy Concordia AI. The company also found that frontier AI safety research in China has intensified: Agent safety accounted for more than a quarter of new papers in early 2026, up from 8% in early 2025.

“I think their biggest concern is that frontier AI systems, especially when available to the US government, could destabilize China’s cyberspace in ways that affect the physical world, hence threatening regime security,” said Rebecca Arcesati, head of the science, technology, and innovation program at the Mercator Institute for China Studies (Merics).

Jacob Cooke, co-founder and CEO of WPIC Marketing and Technologies, an e-commerce and technology consultancy, said that while the Chinese government seems to be taking general AI risks more seriously, it is unlikely to embrace a global research slowdown or self-regulation because it deems such proposals “vehicles for containing China’s AI development, similar to US chip restrictions.”

How have Chinese companies responded?

Discussion of AI’s long-term threat to humanity appears muted among China’s tech giants. They are focused instead on immediate operational risks.

Since Anthropic’s Claude Mythos preview shook the cybersecurity world earlier this year—the company deemed the model too dangerous to release publicly—Chinese companies have been racing to catch up. Several leading players have formed dedicated teams to develop products comparable to Mythos, though they are still lagging, according to a source close to the efforts.

Zhipu, also known as Z.ai, has been one of the more outspoken Chinese companies on AI safety. When it released its GLM-5.3 model last month, it also launched a “Shield of Open Source” initiative, offering free security audits to help users fix software vulnerabilities, and automated code-auditing tools, through its ZCode platform.

However, during a media roundtable at an annual Huawei event in Shanghai on September 17, rotating chairman Eric Xu said Chinese companies should move faster so that they can feel the same risks that American AI leaders already sense.

Xu argued that China’s largely open-source AI models are relatively transparent, while US companies with far greater computing power may be the only ones who know how sophisticated their models have become and what dangers they pose.

Xu added that the industry must balance rapid development with effective safeguards. “The bottom line is we need to ensure AI for good,” he said, “not AI for bad or evil.”

What is the current state of US-China AI competition?

Industry watchers say the gap between US closed-weight models, which are run through their vendors, and Chinese open-weight models, which can be downloaded and run on one’s own hardware, is rapidly closing.

And while the US is still considered ahead in AI performance, China leads in adoption. In one survey published by Morgan Stanley on September 14, 80% of respondents in China used AI at least once a week, compared to 54% in the US.

“The proliferation of Chinese open-weight models as a cheaper alternative is not only shaping global tech markets seeking to distance themselves from dependence on US tech, but also having impacts within the United States, as many startups have begun using open-weight models to build and train their own models more cheaply,” said a report by the Center for Strategic and International Studies published last week.

What can be expected during the Trump-Xi summit?

US treasury secretary Scott Bessent and Chinese vice premier He Lifeng met in New York ahead of Xi’s visit to the White House. In the run-up to the visit, the US was thought to have discussed “shared risks” in AI with China, Bessent told US media outlet Axios.

“Given the strategic utility of AI superiority is undeniable, striking the right balance and establishing an appropriate framework for addressing these issues may be the most important topic of the Trump-Xi meeting,” said Andy Mok, a senior research fellow at the Beijing-based Center for China and Globalization.

Sun Chenghao, a fellow with the Center for International Security and Strategy at Tsinghua University, said the two sides may find common ground in AI safety. “Both countries increasingly recognize that some AI risks are transnational and will not stop at national borders simply because the two countries are strategic competitors,” Sun wrote on Thursday. “Addressing these issues does not require prior agreement on chip controls or technological leadership.”

But other analysts expect mutual distrust to limit progress. The two sides agreed to hold a formal AI dialogue after the presidents met in May, according to Beijing, but no talks have been held officially.

Gavekal analyst Laila Khawaja said in a note that bilateral talks on AI are unlikely to produce binding agreements or major policy shifts. “The prisoner’s dilemma of AI competition among US AI labs and the competitive nature of the US-China relations means the call to slow down frontier AI development is unlikely to materialize,” she said, adding that the most realistic outcomes are continued dialogue, establishment of crisis communication mechanisms and incremental cooperation in narrowly defined areas of shared concern.

Arcesati at Merics cautioned, “Trust between the two countries is extremely low, and no one side seems to have the incentives to put safeguards on its own industry’s development so long as the other doesn’t move first.”

This article first appeared on Nikkei Asia. It has been republished here as part of 36Kr’s ongoing partnership with Nikkei.

26:T1156, China rebuffs AI slowdown calls ahead of Trump-Xi summit: 5 things to know 27:Ta6d, Videos | KrASIA 28:T912,

The charismatic face of Alibaba has both inspired and baffled audiences with his many sayings.

Now that he’s stepped down as chairman of the e-commerce giant, let’s take a look back at 5 of the more mind-boggling Jack Ma quotes in this brand new video from Kr-Asia’s YouTube channel.

Be sure to visit the page and hit subscribe for more insightful content from China’s tech scene.

5. “My biggest mistake was I made Alibaba”

“I was just trying to do a small business it grow that big, take that much responsibility and got in so much trouble. Every day is as busy as a President and I don’t have any power and then I don’t have my life.”

4. “I hope in my next life I can be a woman..”

“..and raise a bunch of kids. I think this is a good feeling. It’s also touching that my female friends tell me this is a good idea, that I should do it.”

3. “Humans can never create another animal that is smarter than humans..”

“..especially when you have so many smart people, it’s impossible to make another smart people.”

Elon Musk: “I very much disagree with that.”

2. “In life, we must 669”

“What is 669? Sex for six days a week, six times and most importantly, [crowd chants: Jiu (meaning long-lasting)]”

1. “I always believe that customers are #1, employees are #2, and shareholders #3”

“It’s the customers that pay us the money, it’s the employees that drive the innovation. I remember the day before the IPO and a lot of people say ‘Jack, I keep the shares. We were long-term shareholders.’ but when the crisis came, these guys they ran away. My people stayed and customers stayed.”

29:Tf3c, 5 mind-boggling Jack Ma quotes 2a:T1081,

As the face of Alibaba, Jack Ma is one of the most successful and well-known businessmen in the world. His story is full of failure and determination and few in the business world match his charisma.

As he’s set to retire from Alibaba on his 55th birthday in 2019, let’s take a look back at some of the most interesting and inspirational Jack Ma facts in this brand new video from Kr-Asia’s YouTube channel.

Be sure to visit the page and hit subscribe for a deep dive into China’s exciting tech scene.

1. He was one of the earliest people in China to connect to the internet

At a time when China wasn’t even connected to the internet and many Chinese weren’t aware of its existence, Ma recognized its potential.

2. He was “kidnapped” on his first trip to Los Angeles

According to a Newsweek article titled “China’s New Rock-Star CEOs”, during Ma’s first visit to the U.S., he was sent to help retrieve a debt for a friend from an American businessman but things turned sour when the American allegedly pulled a gun on Ma and held him against his will..

3. His first ever internet search was for beer

A friend in Seattle let him use the internet for the first time.

4. When Ma was growing up, there were no English classes available

To learn English, Ma listened to radio broadcasts and offered free tours to foreigners at the Hangzhou Hotel in exchange for English lessons.

5. A tourist gave Ma his English name

A tourist in Hangzhou had difficulty pronouncing Ma Yun and gave him the name Jack.

6. The first company that Jack Ma founded was a translation agency

The Hangzhou Hope Translation Agency was established in 1994. It was through this agency that Ma first got the chance to work with foreign businesses that were operating in China.

7. Ma has intimate experience with rejection and failure

Ma didn’t perform well in school and failed the college entrance exam twice. He claims to have been rejected by Harvard ten times. When applying for a job at KFC, he was the only one out of 24 applicants to be denied a job.

8. He looks up to Forrest Gump

Ma has used the film Forrest Gump as inspiration and has often expressed admiration for the title character.

9. He field-tested the name Alibaba on the streets of San Francisco

Ma asked random people on the streets of San Francisco if they knew of Ali Baba, from the folk tale Ali Baba and the Forty Thieves. They all knew of the name and story and Ma decided it was a good name. Also, it starts with “A” so it will always be on top.

10. He was one of Taobao’s first customers

When Taobao first launched, it had no users. Ma and Taobao’s founders bought and sold their own things on the platform to get things rolling and inspire confidence.

11. He doesn’t have a technical background

Ma doesn’t know how to code. In a 2010 interview with Charlie Rose, Ma admitted he only really uses the computer to do simple web browsing and email.

12. Ma is a performer at heart

At Alibaba’s company celebration events throughout the years, Ma has dressed up in outlandish costumes and performed by singing and dancing to pop songs. He’s also really into martial arts and has “defeated” notable action stars including the likes of Donnie Yen and Jet Li.

What will Jack Ma be up to after Alibaba? Will he star in another kung fu film? Start another business? Or will he go back to teaching? With Ma being so comfortable in the spot light, it won’t be long until we find out.

2b:Tfb0, 12 facts you might not know about Jack Ma 2c:T56a2,

In 2017 and the early months of 2018, whenever I was just relaxing and scrolling through WeChat, I’d sometimes get these messages from a friend, or maybe a relative – typically, someone from a small city or the rural areas of China.

The message would contain a link that advertised an extremely cheap product, such as a box of tissue papers, or it offered you some cash if you downloaded an app. My friend, mom, dad, or aunt would excitedly invite me to buy this product with them because it’s “such a good deal!”

“That’s fake! It’s bad quality. They’re just cheating you to get your personal information, like your phone number and home address,” I – the city dweller–lectured them over the phone.

After this happened several times, it occurred to me that those links all led to an app called Pinduoduo, a company I had barely heard of at that time.

Soon after, Pinduoduo was listed on the Nasdaq. That was in July 2018.

It dawned on me that what I initially dismissed as a scam was a company someone had built from zero into a publicly listed entity worth billions of US dollars in less than three years. In China’s sink-or-swim business environment, this means its founders have crossed hundreds of hurdles and fended off multiple competitors in order to get where they are. I was impressed. How did they do it?

The cost of acquiring more than 400 million users

Simply speaking, Pinduoduo is an app where you can buy cheap goods. How cheap? Here’s an example.

One day, when I opened the Pinduoduo app in May this year, it made a recommendation for me to buy a batch of tissue paper, which contains six-packs of tissues, enough to last one household for a while.

[Photo: a screenshot of a recommendation on Pinduoduo]

[Tissue paper is an often-used tool to transform a beholder into a buyer as it is necessary to everyone but each packet can be used up quickly].

It cost only RMB 1 (USD 0.15) for first-time users like me, and it would be delivered for free, like all other products on Pinduoduo. Similar products of various brands on other e-commerce sites cost around RMB 20.

This price difference is what it cost Pinduoduo to add me to its user base. The company was set up in September 2015. Active buyers on its platform in the twelve-month period ended March 31, 2019 were 443.3 million.

Pinduoduo’s meteoric rise was phenomenal, leading many to scratch their heads trying to understand how it could crack China’s seemingly mature e-commerce sector in such a short time.

Chinese entrepreneur and popular business coach Liang Ning was one of them. In one of her live pay-to-view video lectures—which first appeared on Dedao, an online learning app, and was later transcribed by news portal Ifeng—she talks about the factors leading to Pinduoduo’s growth.

In Liang’s opinion, Pinduoduo provided a channel for low-end vendors to sell goods to those who lived in China’s third- to sixth-tier cities and had just learned to communicate and do business transactions via WeChat.

She explained that by mid-2015, Alibaba’s Taobao intensified its crackdown on knockoff goods. In July the same year, JD.com decided to shut down its consumer-to-consumer e-commerce site Paipai. Both events led to an exiling of vendors who were familiar with online retail, but now no longer had a portal where they could sell their goods. For them, Pinduoduo filled a crucial vacuum, so they flocked to the platform.

Meanwhile, people living in smaller cities and rural areas were gradually spending more time online than before, aided by China’s cheap smartphones and 4G wireless network. They were very price-sensitive and less brand-conscious—and they were accumulating disposable income.

Pinduoduo’s low price strategy lowered the barrier for them when it came to online shopping. And it was coupled with a clever social strategy that doubled as a user acquisition mechanism: discounts were given to groups of at least two buyers, a requirement that incentivized shoppers to share links with their social connections, fueling Pinduoduo’s viral growth.

On top of that, Pinduoduo promised to ship free merchandise to all users and also doled out cash to those who logged in each day. These measures and others helped the company grow at an exponential pace.

Team purchases

[Photo: screenshots of 8 steps of team purchases on Pinduoduo]

Officially, Pinduoduo calls itself “an innovative and fast-growing ‘new e-commerce’ platform that provides buyers with value-for-money merchandise and fun and interactive shopping experiences.”

Although it features “group buying” functions, Pinduoduo has never used the phrase in any of its IPO documents or financial reports.

It coined the word “team purchase” instead. To be privy to a discount, you must form a team of at least two; otherwise, the product is priced normally.

That brings us back to the one-yuan tissue batch. To get that deal, I needed a teammate.

The one yuan price tag, by the way, was a one-off for me as a new user. If I wanted to buy another batch, it would cost pretty much the same as on other sites (about RMB 15). But if I doubled up with another buyer, it would cost about RMB 8.5—still significantly cheaper than in most other places. Also, Pinduoduo offers free shipping.

With hundreds of millions of users on the platform, it’s now no longer necessary to invite people you know to sign up to join your team. The matching of “teammates” is automatic and happens almost instantly. Prices do not fall further when a team consists of more than two members; all it takes is two to get the discount.

The “invite your friends” feature proved successful as a user acquisition strategy in Pinduoduo’s earlier days but it’s now no longer a key component of shopping on Pinduoduo, making the app simply an e-commerce platform featuring some group buying elements.

A tough time for group-buying

Pinduoduo came into being in the second half of 2015, just as the first wave of group buying startups came crashing down. Only several players out of thousands at peak time were still in the market.

Group buying websites, which started to become popular in 2010 in China, listed diverse services—meals at fancy restaurants, swimming lessons, or sessions with a professional photographer—with the expectation of introducing these to new customers. The websites acted as intermediaries that aggregated bargains offered by vendors. But in many cases, consumers would snap up the deal and never return, because the restaurant they tried was too far away to go to regularly, or the service was too expensive without a discount. This business model proved to be unsustainable and many of these sites soon went under.

[Group buying was once very popular in China but let many companies go broke at last. *Photo:Stock.tuchong.com*]

By October 2015, Meituan, one of the remaining firms had amassed a 57% share of the group buying market in China. However, it chose to merge with rival Dianping, which had secured a 24% share.

This ended their costly war to gain customers but also put an end to the group buying era. Meituan-Dianping, with their combined user bases, transformed into an on-demand, online-to-offline service provider and went public in Hong Kong in 2018. The platform is now particularly well-known for its food deliveries.

Other firms carved out different paths. WoWo, which ran group buying site 55tuan.com, managed to find an exit via its debut on the Nasdaq in 2015. It was the only Chinese company among hundreds with the same business model that made it to the US capital markets then. Even so, before its IPO, it pivoted away from the group buying model to become a Software-as-a-Service company for all the merchants it once served. It later ditched its name WoWo and rebranded itself as JMU, leaving the group buying business forever.

The high failure rate applied mostly to service-focused group buying sites, which were dominant at that time.

One product-focused group buying site survived. Juhuasuan, whose name means “extremely cheap” in English, was incubated by Alibaba when the group buying concept was all the rage. It was first managed under Taobao, Alibaba’s marketplace for smaller vendors, and later moved to Tmall, where it offered special deals on higher-end products.

In her analysis of Pinduoduo, Liang Ning said Juhuasuan’s move to Tmall in 2016 was significant because it opened a door for Pinduoduo. It meant nobody was applying the group buying model to low-end products anymore, and the ambitious startup saw its chance to crack that market.

However, given the overwhelming evidence that the group buying business model, at least when applied to services, isn’t viable in the long run, it’s reasonable to wonder whether Pinduoduo’s product-focused group buying business can be sustained.

Right now, Pinduoduo is burning money. The firm’s annual reports showed that sales and marketing expenses had ballooned from RMB 169 million (USD 24.5 million) in 2016 to RMB 13.4 billion (USD 1.96 billion) in 2018, as it “invested in cultivating greater user recognition through online and offline advertising campaigns and promotions.”

Just recently, Pinduoduo ran a month-long mega promotion, in which 10,000 products priced “even below the industry-wide bottom line” were rolled out with the goal to attract 10,000 buyers for each product.

The sales and marketing expenses in 2018 were even slightly more than its total revenue in the same year, which amounted to RMB 13.1 billion (USD 1.9 billion).

The Google inside Pinduoduo

So how does the company make money?

Over Pinduoduo’s short history, it has tested two business models. One was called its online direct sales business, which ran under the name Pinhaohuo. The company acquired products, such as fresh produce, from suppliers and sold them directly to buyers. In the first quarter of 2017, Pinduoduo scrapped this direct sales model, only keeping its other segment, an online marketplace. Under this model, merchants simply opened online stores on Pinduoduo to sell their goods.

Pinduoduo no longer had to acquire and manage its own inventory, and the company focused on merchant and user acquisition. By the end of 2018, 3.6 million merchants were on board.

The company sometimes points out that it was conceived in China’s mobile internet era, in a “mobile-first” world, claiming that it’s different from “search-based” era platforms where consumers type in keywords to find the products they need. Pinduoduo aims to “display and recommend” products to shoppers before they even know they need them, aided by technologies including big data analytics and machine learning.

Despite the firm’s jab at the search-based model, interestingly enough, Pinduoduo earned 88% of its RMB 13.1 billion (USD 1.9 billion) revenue in 2018 from its “search” business, or what it calls “online marketing services.”

[Pinduoduo’s founder Huang Zheng once served the world’s largest search engine. *Photo:Stock.tuchong.com*]

“We provide online marketing services to allow merchants to bid for keywords that match product listings appearing in search results on our platform and advertising placements such as banners, links, and logos. The placement and the price for such placement are determined through an online bidding system,” said Pinduoduo in its 2018 annual report.

It’s a concept not unlike that of Baidu’s or Google’s classic search business. And as Pinduoduo’s marketplace gets increasingly crowded, merchants who want to stand out shell out for exposure.

Only 12% of revenue came from “transaction services,” which are fees that merchants pay on their sales. Pinduoduo says it has “preferential fees” for merchants who sell high-quality products and provide superb service.

That a sophisticated key word marketing mechanism would come to form the core of Pinduoduo’s revenue stream is perhaps no surprise. Pinduoduo’s founder Huang Zheng, also known as Colin Huang, was an engineer at Google between 2004 and 2007 and became one of the founding members of Google’s China office before starting out on his own.

Huang is a serial entrepreneur who, after his Google years, started several companies in China before Pinduouo. His credentials may be part of the reason why investors buy into Pinduoduo’s vision, despite its worrying financial performance.

I already mentioned that in 2018, the company spent slightly more on sales and marketing alone than it made in total revenue. Let’s break it down further. Of course, the company also had server costs, staff salaries, and other expenses to account for.

The year, with its RMB 13.1 billion (USD 1.9 billion) overall revenue, ended in an overall operating loss of RMB 10.8 billion (USD 1.6 billion).

In 2017, Pinduoduo’s revenue reached RMB 1.7 billion and its operational loss amounted to RMB 595.7 million.

In 2016, its revenue was RMB 504.8 million while its operational loss was RMB 286.2 million.

To put it simply, in the past three years, as Pinduoduo brought more users into its network and bumped up revenue, operating losses also skyrocketed.

“We have incurred net losses in the past, and we may continue to incur losses in the future,” the company’s management wrote in its 2018 annual report.

Pinduoduo tells its investors that its ability to achieve profitability depends on, among other things, whether it can continue to increase the number of active buyers, grow and diversify the merchant base, and optimize its cost structure.

For now, the company has to keep spending profusely to improve on all those fronts, but financial analysts still believe the company can turn it around.

Merrill Lynch says that Pinduoduo’s monetization is very conservative and projects that the company will be profitable in the second half of 2020 for the first time, and could even book RMB 10.4 billion (USD 1.5 billion) in net profit in 2021.

To reach that point, Pinduoduo would have to crank up its existing monetization channels, trim its marketing expenses and charge higher commission fees from vendors, considering metrics like gross merchandise volume (the total value of products sold via the platform) are still growing fast.

In many ways, Pinduoduo is a typical internet company in China—go all in and burn money to expand, then, once a critical scale has been achieved, make money by raising prices and finding new monetization revenues. If it succeeds and starts posting profits, it may come to stand as living proof that this big gamble can pay off.

I, for one, have changed my mind about Pinduoduo as I use it more. After making several purchases on the app, I have found that the products are just as good as what I could get on Taobao, but cheaper. Who isn’t after a good deal?

Contact the writer at jingli@kr-asia.com

Editors: Nadine Freischlad and Brady Ng

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