WSJ : Elon Musk, Once a Washington Outsider, Courts Military Business

Elon Musk, Once a Washington Outsider, Courts Military Business
The entrepreneur’s SpaceX company has amassed billions of dollars in orders, becoming a threat to Boeing and Lockheed Martin

Elon Musk’s SpaceX was dismissed by Pentagon brass during its early years. But now, the billionaire entrepreneur and his company are enjoying more success than ever in snaring Pentagon business.

In recent months Mr. Musk’s team has secured deals for everything from launching some of the nation’s premier national-security satellites to improving weather forecasting for the military to building a new generation of small spacecraft intended to track hostile missiles.

Southern California-based Space Exploration Technologies Corp., the official name of the closely held company, also has worked with the Air Force and the Army to demonstrate communication links. And weeks ago, it signed a Pentagon agreement to study the feasibility of using SpaceX’s proposed deep-space Starship transport, a giant capsule with built-in rocket engines, eventually to whisk cargo around the globe. Company engineers envision moving 80 tons between continents in minutes.

From the beginning, Mr. Musk has said his ultimate goal was colonizing Mars to provide humans a safe escape from Earth if necessary. But in the process, SpaceX amassed an order book of civilian launch contracts estimated to total about $5 billion. It also has won contracts to supply the military with rocket launches and satellite prototypes eventually worth an estimated $6 billion and roughly $9 billion more in past and future National Aeronautics and Space Administration awards, primarily to ferry cargo and astronauts to the International Space Station.

Those totals are still dwarfed by the leading military suppliers. Boeing Co. reported some $26 billion in revenue last year from its defense and space segments, while Lockheed Martin Corp. , the country’s largest defense contractor, reported about $21 billion from its space and missile operations. Both companies also serve as prime contractors for major NASA programs amounting to tens of billions of additional dollars over the years.

Many of SpaceX’s contracts rely on nascent technology, depend on future Pentagon decisions and offer limited initial revenue. But as Congress and the Pentagon increasingly pump money into an array of space programs—with classified projects growing the fastest—industry officials said in the next decade or so, SpaceX will be positioned for a multibillion-dollar boost.

Total defense appropriations could decline if Democrats take the White House and push new spending priorities. But the emphasis on enhanced space capabilities would likely remain in a new administration because it is part of long-term military funding plans and strategies already backed by Congress.

Space X’s pivot toward national-security programs is intended to piggyback on rockets and satellites the company already is building for U.S. civilian and commercial customers. NASA remains its top customer. But the company’s evolving strategy, according to analysts and industry officials, is to adapt some of its current systems to new missions such as tracking space debris, helping defend against superfast missiles and providing secure communication links for U.S. warfighters world-wide.

SpaceX’s leaders “were persistent, did their homework and did everything they needed to do” to gain the military’s trust, according to veteran industry consultant Roger Rusch. “That persistence has paid off.” Mr. Rusch isn’t working for SpaceX or its competitors.

A SpaceX spokesman didn’t respond to requests for comment.

Marketing to generals, though, is very different from negotiating commercial contracts, in which SpaceX often has significant leverage because it charges so much less than rivals. Consultant Keith Volkert, who represents major satellite operators contracting with SpaceX, said Mr. Musk’s team relishes telling his corporate clients they are, quite literally, just along for the ride.

“We’re not actually selling you a rocket,” he recalls company representatives often saying. “We’re selling you a bus, and you don’t get to kick the tires.”

In less than two dozen years, SpaceX has expanded from a handful of employees working in a converted warehouse near a strip mall to roughly 8,000 employees and facilities from Texas to Florida to Washington state. Inside the nation’s capital, it has garnered a reputation as one of the most combative and successful lobbying outfits.

By offering lower prices than traditional industry leaders, SpaceX became the country’s top commercial and civilian launch provider. But that approach won’t work with demanding military customers who give priority to reliability and strict oversight rather than cost, Mr. Volkert said.

Mr. Musk has lured private investors with plans to deploy thousands of small satellites as part of his Starlink venture, a commercial broadband project that industry and military officials say could eventually serve as a backbone for various global military applications including surveillance. Since getting humans to Mars requires developing and testing novel technology likely to cost at least $30 billion by Mr. Musk’s public estimates, industry officials said SpaceX increasingly is looking to Pentagon revenue to help satisfy those escalating cash needs.

The Pentagon already has accepted SpaceX’s Falcon 9 as a mainstay for launching an array of Air Force navigation and intelligence satellites—including the previously controversial feature of landing the rocket’s lower stage and reusing it on subsequent launches.

In August, SpaceX beat out Blue Origin Federation LLC, the space company founded by Amazon.com Inc. Chief Executive Jeff Bezos, to lock in some 40% of Pentagon launches over the next few years. United Launch Alliance, a rocket joint venture between Boeing and Lockheed Martin, won the remaining missions. But ULA officials have expressed growing concern about SpaceX’s inroads to what just a few years ago had been the partnership’s virtual monopoly launching high-value military payloads.

“They are more than an emerging threat right now,” Ken Possenriede, Lockheed Martin’s chief financial officer, said in October.

As part of the effort to bolster its Pentagon ties, according to industry officials, SpaceX recently hired retired four-star Air Force Gen. Terrence O’Shaughnessy, the former head of Northern Command, which is responsible for protecting the U.S. against ballistic-missile attacks. It isn’t clear whether he is a consultant or an employee. SpaceX, which hasn’t announced the move, also has recruited other ex-military officers.

Gen. O’Shaughnessy couldn’t be reached for comment. He declined to comment through his command’s press office before leaving his post in August.

SpaceX’s offerings mirror the Pentagon’s growing emphasis on swarms of small, relatively inexpensive satellites rather than a few expensive behemoths—sometimes derisively called “Battlestar Galacticas”—that are much harder to maneuver or defend.

Buoyed partly by its overall record so far of 100 successful launches and expanding defense prospects, some Wall Street analysts peg SpaceX’s valuation close to the approximately $103 billion market capitalization of Lockheed Martin. Some consultants and analysts, however, worry that greater military emphasis could prove a distraction from the company’s civilian and commercial pursuits.

Becoming a top-tier Pentagon supplier would represent a dramatic about-face for a company that started out shunning Pentagon dollars, years ago filed a high-profile lawsuit alleging the Air Force fenced it off from some business and until earlier this year was still feuding over being shut out of Pentagon funding for rocket development.

Part of Mr. Musk’s image is that of a visionary bent on protecting the environment and discovering an alternate home in the solar system. “If the military is paying the bills,” consultant Tim Farrar said, many outsiders “won’t look at him in quite the same rosy terms.” Mr. Farrar works for a rival broadband provider.

FT : Clarks agrees £100m private equity deal

Clarks agrees £100m private equity deal
British shoemaker secures investment as it presses on with CVA

British shoe brand Clarks has agreed to sell a majority stake to a Hong-Kong based private equity company in a £100m deal, as the group’s founding family cedes control for the first time in its 195-year-old history.

C&J Clark, the company behind the brand, on Wednesday said LionRock Capital was set to become its largest shareholder with an investment that would help “grow the Clarks brand globally and most notably in China and across the rest of Asia Pacific”. 

The group had been grappling with heavy losses before the pandemic and recently launched a company voluntary agreement, an insolvency proceeding that allows businesses to renegotiate debts. Clarks called the CVA, through which it was hoping to cease rent payments on 60 of its 320 stores, an “absolute necessity”, but stressed it had not announced any store closures. 

Clarks has 230 shops in the UK and Ireland and has 1,265 stores and franchises globally, and in May announced it would cut more than 900 jobs worldwide.

The Clark family is set to maintain an undisclosed holding in the business after the £100m deal, which is contingent on a shareholder vote in December as well as the CVA for the brand’s stores in the UK and Ireland.

“The challenges to our business brought on by Covid-19 have meant that we need more resources and investment in order to fully deliver this strategy and safeguard the future of our business,” said chief executive Giorgio Presca, who was appointed in February. 

Mr Presca has pledged to transform the company, which has reported a sharp drop in profits in recent years and in 2019 impaired the value of its UK and US stores by almost £50m. In the year to February 2019, the last for which accounts are available, it made a £75.7m operating loss.

LionRock’s bid comes three decades after the group was embroiled in fractious buyout negotiations with properties commodities group Berisford International, which eventually failed to take the company public.

The battle for control took place as Clarks, much like many peers, started to manufacture its shoes outside the UK.

Clarks was in 1825 founded by brothers James and Cyrus Clark, who began selling a slipper made of sheepskin offcuts under their family name.

Daniel Tseung, founder and managing director of LionRock, said he looked forward to working with the Clark family. “We are extremely pleased to have the opportunity to partner with Clarks in expanding the company’s global operations and worldwide customer footprint,” he said.

FT : UK fires warning shot at Brussels over post-transition share trading

UK fires warning shot at Brussels over post-transition share trading
FCA says it may deviate from EU financial rules if City of London not granted equivalence

UK regulators have threatened to deviate from EU rules on share trading if Brussels does not deliver market-access permissions to the City of London.

The move on Wednesday by the Financial Conduct Authority is a sign of UK frustration over the EU’s silence on post-January 1 arrangements. 

The FCA said it may diverge from the EU’s financial market rule book, known as Mifid, if European counterparts fail to treat London’s stock exchanges as having a supervisory system equal to the EU’s own rules.

The warning came as the UK regulator took steps to defuse investors’ concerns about trading shares around Europe from January, confirming that banks, high-frequency traders and fund managers will be able to use venues based in the EU. The ruling also included private marketplaces run by banks and high-frequency traders, such as dark pools.

The regulator said its approach was intended to ensure investors got the best price for their deals, and gave issuers freedom to choose where and how to raise capital.

However, to protect market integrity, the FCA warned it would need to examine EU rules that govern transparency on share trading. It questioned whether standards on trading large blocks of shares in private deals, or between banks on dark pools, “remain appropriate for the UK in the absence of our current equivalence being recognised”.

The comments reflect the uncertainty that remains over whether the UK will qualify for EU market access provisions for financial services when the Brexit transition expires at the end of the year.

EU negotiators have rejected British attempts to codify new arrangements for co-operation on financial regulation in the two sides’ planned trade treaty, and insisted that the relationship must be based on unilateral access rights that Brussels will remain free to withdraw. 

Those rights, known as equivalence provisions, cover areas such as brokerage services and share trading, and are based on the EU judging enough country’s regulations to be as tough as its own. 

John Berrigan, the EU’s chief civil servant dealing with financial services policy, told MEPs last week that the EU still needed further clarifications from the UK about its future regulatory plans, to ensure that they would not stray too far from European norms.

“At the end of the transition period, the UK’s and EU’s regimes will be the most equivalent in the world, but as it stands this has not been recognised by the EU,” Nausicaa Delfas, executive director of international at the FCA.

Nick Bayley, managing director at consultancy Duff & Phelps, and a former FCA official, said the regulator was caught in the political process. “The rules around share trading may be up for grabs. Dark pools are another example where the FCA doesn’t like the European approach and would want control of it.”

The FCA also sought to contrast its approach with the one taken by the European Securities and Markets Authority over possible restrictions that investors could face in share dealing post-Brexit.

The concerns arise because of a rule in EU law, known as the share trading obligation, which limits EU investors’ right to use venues based outside the bloc for shares already heavily traded within it. 

Worries that trading in the shares of companies listed both in the EU and UK could be disrupted by Britain’s exit from the single market led EU governments in recent weeks to consider emergency legislation — but this faced resistance from the European Commission, which said the move would interfere with Brexit talks.

Esma provided a partial solution last month by granting rule exemptions for stocks traded in London in sterling, but its rules would not help companies traded in the City in euros, such as Ryanair and Bank of Ireland. Rather than replicate Esma’s stance, the FCA said its approach was “simple and comprehensive”.

Asked about its stance by the Financial Times, Esma said that the agency had to work within the limits of EU law, which only allows exemptions from an EU rule, known as the “share trading obligation”, for shares traded “on a non-systematic, ad hoc, irregular and infrequent basis”.

WWD : Despite Retail Contraction, Milan’s Luxury Real Estate Shows Resilience

Despite Retail Contraction, Milan’s Luxury Real Estate Shows Resilience
While there are currently many empty retail locations across the city, lease prices in prime locations aren't expected to decrease, according to experts.

MILAN — The coronavirus emergency is impacting Milan’s retail real estate sector, causing a spike in the number of empty locations across the city.

If the past lockdown undercut small and medium-sized businesses in several areas, the significant contraction in the number of international visitors is increasingly hitting those companies that have invested in high street locations.

According to research conducted by Deloitte, in Milan the restrictive travel measures imposed by the different national governments to limit the pandemic caused a 78 percent drop in the number of international visitors compared to 2019 and in the Montenapoleone district, the number of unique visitors decreased 57 percent to 3.4 million people compared to last year.

“As an effect of the coronavirus, the Golden Triangle has suffered the lack of foreign consumers and several companies decided to close their stores, temporarily or permanently,” said Sabrina Longhi, head of high street retail for Italy at Sotheby’s International Realty.

“In general, after the lockdown [last spring in Italy], the retail areas that have been more affected are those traditionally frequented by tourists and office people, who are currently working from home,” agreed Issei Komi, founder and chief executive officer of real estate consulting firm Italia Fudosan Real Estate, a specialist in retail operations in prestigious high streets across Italy, as well as in London and Tokyo. “For this reason, the Golden Triangle-Duomo area is suffering more than semi-central zones, such as Garibaldi, Vercelli and Ticinese, which rely more on local residents. In fact, after the summer season, these areas have registered a recovery of consumer spending, with good results, especially in October.”

As reported, in September sales of fashion, beauty, and interior design products, as well as the business of restaurants, bars and cultural institutions, decreased in Italy by 34.8 percent compared to last year.
Off-White recently opened a flagship in Milan’s Golden Triangle luxury shopping district. Courtesy of Off-White
In the city’s Golden Triangle, if Via Montenapoleone is holding on, confirming its leading role on the map of international luxury travel shopping, some surrounding streets are going through a more difficult phase.
“Despite the situation caused by COVID-19, there are no companies that decamped from Via Montenapoleone. Actually, many of our clients, which don’t currently operate stores on the street, are asking for information about possible opportunities there, hoping to find a space,” said Komi, citing Via Spiga and Corso Matteotti as the two streets undergoing more radical change. “In Via Spiga there are many empty locations, but many of them are going under prestigious renovation projects. The works, which will interest whole real estate complexes, will end in 2022. After this transitional period, we might see a rebirth of the street, probably with new retailers and a new product mix, not exclusively linked to luxury fashion anymore, but more connected to the world of food and lifestyle.”
Recently several luxury brands, including Dolce & Gabbana, Prada, Moncler and Tory Burch, among others, closed their stores on Via Spiga, which before the rise of Via Montenapoleone over the past decade used to be considered the city’s most prestigious luxury retail destination.


Currently, central Corso Matteotti also features several empty retail locations, including the massive space that used to house the Abercrombie & Fitch flagship, which closed last December. “Corso Matteotti is also going through a major change. The street has never been defined by a precise product theme, but after the opening of Stone Island last year and with the inauguration of Moose Knuckles in early October, a lease transaction that we developed, I think that in the future Corso Matteotti can become a good alternative to Via Spiga or Via Manzoni, also thanks to the most accessible rental fees,” Komi said.
“Compared to other streets in the center, Via Spiga and Corso Matteotti have seen a bigger turnover this year but there are potential future placements that might completely change the current situation next spring,” said Longhi, who is also positive about the futures of both Via Spiga and Corso Matteotti. “The market hasn’t completely lost its effervescence since some forward-looking players of the sector are snapping up prime locations for their flagships. Big investors are keen to invest, especially attracted by potential great returns in the near future where we expect a real ‘rebound effect.’”
Stone Island inaugurated its new flagship on Milan’s Corso Matteotti last year. Courtesy Photo
What about leases and sale prices — were they affected by the coronavirus emergency?

What about leases and sale prices — were they affected by the coronavirus emergency?
“Actually, the only prices that have dropped so far are those of key money requests. Regarding leases and sales, they didn’t register any decreases and I believe that in the Golden Triangle and in the most important high streets, where landlords are mainly real estate funds, insurance companies, banks and Milanese high-bourgeois families, prices will hardly drop even if this will cause a slowdown in the recovery of the transactions,” said Longhi.
“As always, prices depend on the relationship between supply and demand,” explained Komi. “In streets like Via Montenapoleone or Via Sant’Andrea where the demand remains high, also in this current situation, rental fees are stable. In other streets, where the supply is higher, as Via Spiga, Via Manzoni and Corso Matteotti, we haven’t currently registered a drop of lease fees, but if this complicated situation would last, we might see small drops in prices during the next two or three years, to return to pre-COVID-19 fees by 2022-2023. Currently, there are no sales of retail spaces, so we expect that prices will remain stable.”
Komi also noted that there now might be more opportunities to find appealing locations for temporary stores in high-end districts. “A possible opportunity will be the opening of pop-up stores for one or two years in luxury areas. Currently it’s really hard to find this type of location, but, due to the current situation, some landlords might consider this option,” he said.
Among the different consequences of the pandemic, both Longhi and Komi highlighted the further development of new retail areas in more residential neighborhoods.
“There are areas that were growing also before the emergency, leading to flows in different commercial areas across the city,” said Longhi. “The Golden Triangle, along with Via Durini and the Design District, will remain the focal point for the world of luxury, but the new midrange shopping avenues which emerged as extensions of the principal hubs will continue to grow.”
In addition, Komi cited NoLo, the area around the Prada Foundation and the Valtellina neighborhood as new districts on the rise.
Outside Milan, the pandemic has affected key tourist destinations such as Florence, Venice and Rome.
“Those cities that we define as ‘art destinations’ have been significantly impacted by the lack of international tourists caused by the travel limitations imposed by the different countries, even if last summer we saw a brief uptick in the number of visitors coming from Germany, Holland and France. However, this was a ‘touch and go’ type of tourism, which didn’t bring any positive effects to luxury retail,” Longhi explained.
According to Komi, Florence has been the most affected so far. “Florence seems to be the one facing the most critical situation because of the lack of American tourists, while Rome and Venice since July have seen the return of European tourists. However, they still registered significant losses compared to 2019,” he explained.
The new Aspesi store in Capri. Courtesy of Aspesi
Although “many wealthy Italian families have decided to move to their second homes” at this critical moment, Longhi said, the situation is not much more positive in the country’s resort destinations. While during the summer restaurants in key holiday destinations performed well, “retailers registered decreases in sales of between 25 and 30 percent, compared to the same season last year, since they suffered from the lack of international tourists who are generally keen to shop during their holidays,” Komi said.
“The impossibility to travel and socialize has strongly reduced the footfall” in cities such as Milan, Rome and Venice, “clear luxury travel destinations for the majority of the international tourists, such as the Chinese,” commented a BCG spokesperson. “However, in BCG we expect this effect to be only temporary since, according to the latest BCG x Altagamma ‘True-Luxury Consumer Insights,’ luxury consumers confirmed that they cannot wait to be able to travel again, for leisure, in the future.”
In addition, even if BCG expects that “online will increase its share, both in pre-purchase and purchase, by at least 20 percentage points over the next five years,” at the same time, “physical stores will remain the most prevalent purchase channel in the future, with many of the journeys starting online to still end in the physical store for at least half of all purchases. Brands will simply need to redefine the role of the stores to fulfill the new customers’ journeys, needs and evolution.”

FT : Ant’s rocky road holds lessons for business in a digital age

Ant’s rocky road holds lessons for business in a digital age
Its meteoric rise tells us about how companies flourish and are constrained by their markets

There are many eye-popping aspects to Ant Group’s plans for a blockbuster public listing in China this week, not least its dramatic last-minute suspension by the Shanghai stock exchange. The saga shows both how capitalist China has become and how Communist it remains.

One of the most astonishing things about Ant is that it took just 16 years for a payments app invented by the Alibaba ecommerce platform to develop separately into one of the world’s most dynamic digital finance companies. Ant’s indicative market valuation of about $300bn had put it roughly on a par with the venerable JPMorgan Chase.

Yet the latest episode has also shown how even a billionaire businessman as influential as Jack Ma, the founder of Alibaba and Ant’s biggest shareholder, remains subject to the dictates of the Chinese Communist party. Chinese regulators do not appear to have taken kindly to Mr Ma’s public comments last month that red tape was stifling innovation. This week they hauled him and his top team in for “supervisory interviews” and halted Ant’s flotation.

It is far from clear how this latest high-stakes face-off will play out and what regulatory concessions will be wrung out of Ant. The company said it would also pause its listing in Hong Kong and would refund money pledged by local retail investors.

Standing back from the immediate fray, it is worth considering what Ant’s meteoric rise tells us about how businesses flourish in the digital age and how they are still constrained by the markets in which they operate. Here are three lessons that we can perhaps learn from its experience.

First, Ant provides an object lesson in how to build a consumer-led, data-infused digital business. Jeff Bezos, Amazon’s founder, may have popularised the mantra: start with the user and work backwards. But even he must admire the way that first Alibaba, and then Ant, have put that policy into practice.

When I visited Alibaba’s headquarters in Hangzhou a few years ago, I heard how the company created its own payments system in 2004 to solve a trust issue between buyers and sellers on its ecommerce platform. Alibaba spotted an acute customer need and moved fast to build a massive new financial business. Ant spun out of Alibaba in 2011 and Alipay now has 711m active users. 

Almost accidentally, by holding its users’ money in escrow until its online merchants had delivered their orders, Alibaba created Yu’e Bao, now one of the world’s biggest money market funds with $173bn of assets. Ant expanded that business and moved into lending, investment and insurance, too. Most western companies consider themselves either business-to-business or business-to-consumer companies. But as Ming Zeng, Alibaba’s chief strategy officer, explains in his book Smart Business, the Chinese internet giant operates as a consumer-to-business company. Network connections and intelligence make it easier to anticipate and respond rapidly to consumer demand. 

Second, it is often easier to build something new than repurpose something old. Part of the reason that China leads the world in digital payments is because it lacked many legacy institutions. Rather than replicating what traditional banks had built, Ant anticipated what customers would want and has built its business off a super app. 

As Mr Ma says, Ant has built a techfin company, with technology leading finance, rather than a fintech company, with the opposite priority. Ironically, that may be one of the very reasons why Ant has now incurred the wrath of regulators. It may now have to act more like a bank, keeping more loans on its balance sheet.

Ant’s IPO prospectus contains 60 pages of risk factors covering the Covid-19 pandemic, the global economic slowdown, US-China tensions, cyber crime and regulatory risks. But, tellingly, the first it highlights are whether Ant can continue to maintain the trust of consumers and innovate successfully. Regulatory limits on its ability to innovate could seriously harm the business. 

Third, all tech companies need a political as well as a social licence to operate and it is folly to forget it no matter how powerful they become. Regulators in the US and Europe are now sprinting to catch up with runaway tech giants. China’s rulers have always kept their internet platform companies under far tighter control and have now given Ant a further tug on the leash.

In creating such a successful company, Ant may have been built back to front and upside down. Yet, in spite of its impressive flexibility, it can never wriggle out of China’s political straitjacket. Ant has now promised to “embrace regulation”.

>>> US Gapping down

Gapping down
In reaction to earnings/guidance
:

  • CORT -8.9%, TRHC -7.2%, MRCY -7.2%, CLW -5%, SMG -4.4%, ALLT -4%, WEN -2.3%, ALLO -2.3%, IONS -2.1%, CCJ -1.7%, HLNE -1%, PFGC -0.8%, BEP -0.6%

Other news:

  • CGC -2.8% (to transfer listing from NYSE to Nasdaq)
  • IONS -2.1% (announces that Pfizer (PFE) has initiated a Phase 2b clinical study of vupanorsen; also reported earnings)

>>> US Gapping up

Gapping up
In reaction to earnings/guidance
:

  • SUPN +16%, SMCI +13.1%, HBM +6.4%, NP +5.6%, VRT +4.3%, CLH +3.4%, VST +2.9%, BTG +2.7%, NEX +2.5%, JBGS +2%, HLT +2%, CC +1.7%, HTA +1.7%, TX +1.5%, DS +1.2%, SGRY +0.9%

Other news:

  • LOGC +9.8% (receives FDA Fast Track designation for LB-001 as treatment for methylmalonic acidemia)
  • BMY +3.8% (Bristol-Myers and MyoKardia (MYOK) announce expiration of HSR Act Waiting Period)
  • DVA +2.4% (issues statement regarding Proposition 23 being voted down in California)
  • LLY +2.1% (provides update on FDA general surveillance inspections)
  • FAF +2% (increases dividend)
  • SLNO +1.7% (presents body composition data from Phase III trial)
  • NDAQ +1.3% (reports October 2020 metrics)
  • LX +1% (provides update on regulatory development; Online microcredit accounts for less than 1% of loan financing)

Analyst comments:

  • XPEV +5.1% (initiated with a Buy at Citigroup)
  • ADTN +3.6% (upgraded to Buy from Hold at Jefferies)
  • TER +3.5% (upgraded to Buy from Neutral at Goldman)
  • AMD +3.4% (upgraded to Conviction Buy from Neutral at Goldman)
  • BIDU +3.2% (upgraded to Overweight from Equal Weight at Barclays)
  • AMZN +2.8% (upgraded to Buy from Hold at China Renaissance)

WSJ : Ant Group Can No Longer Pretend It’s Just a Tech Company

Ant Group Can No Longer Pretend It’s Just a Tech Company
Company was valued like a tech darling even though it is a giant of China’s financial system

Ant Group has grown into a giant creature, but it still isn’t top of the food chain in China, a fact that the company and legions of eager new investors were forced to confront anew on Tuesday.

The Chinese financial-technology company, an affiliate of e-commerce giant Alibaba, was forced by regulators to suspend its concurrent initial public offerings in Shanghai and Hong Kong just two days before the record $34 billion listings. The company cited “recent changes in the fintech regulatory environment” as one of the reasons for the sudden pause.

Ant would have been valued above $300 billion, but that massive valuation was based on what were, in retrospect, rosy assumptions about Ant’s ability to keep bucking the trend of tighter financial regulation in China, which has been readily evident since at least 2017. Investors also ignored warning signs over the past several weeks about regulators’ discomfort.


Ant has portrayed itself as a technology company, rather than a financial institution, partly to avoid the scrutiny of regulators. The company has in recent years switched from being primarily a direct provider of financial services to being an online platform for these services—precisely because being an online lender had become a hazardous business from a regulatory-risk perspective.

But the latest debacle shows that such attempts to dodge and weave may be futile when Ant itself has grown to be such an important player in China’s financial system: It has the equivalent of $321 billion in credit balance outstanding to consumers and small businesses, for example. The speech by Jack Ma, Ant’s controlling shareholder, last week criticizing the regulators for stifling innovation hinted at the tensions. Mr. Ma and other Ant executives were summoned by the regulators Monday.

And new rules are coming. Under draft rules released Monday, online microloan companies like Ant could be required to fund at least 30% of each loan it originates together with a bank or other financial institution. That means Ant will have to put up more of its own capital—it now keeps only 2% of the loans originated on its platform, while the rest are either underwritten by banks or securitized. The actual amount still depends on the implementation of the final rules.

New regulations like these could make Ant more like a bank. But Ant is valued more like a tech company, partly because it could scale rapidly without taking too much risk onto its own balance sheet. Ant’s potential growth may now slow.

When Ant comes back to the market again—and there are no indications when that will happen—investors are unlikely to be so sanguine about regulatory risks. And that means a future Ant will likely be valued more like the hybrid tech and financial firm it really is, rather than just a tech darling.