Welcome good news this week from Hong Kong's capital markets. The Chinese commercial real estate developer Hydoo (Chinese name 毅德) successfully IPOs on the Hong Kong Stock Exchange on October 31, raising over $200mn in new capital. With IPO channels for Chinese companies mainly blockaded, it's especially welcome to see a Chinese private sector company raising so much from the stock market. In this case, the delight is greater because Hydoo is a client of China First Capital. We acted as Hydoo's investment bankers, raising $80mn from Chinese private equity firm Hony Capital. Hony's 2011 investment, based on today's IPO price, is now worth $150mn.
In addition to Hony, China's giant financial services group Ping An (OTCPK:PNGAY) also invested before IPO. In total, Hydoo raised USD$140mn (Rmb 860mn) of institutional capital before IPO. Over 60% of the IPO shares (worth over $120mn) were sold by underwriters ahead of time to so-called "cornerstone investors," including two large Chinese SOEs, Huarong and China Taiping Insurance as well as retailer Suning (in which Hony owns a share).
I'm happy for Hony and the other investors, but happier still for Hydoo founders, particularly its chairman, Wang Zaixing, known to friends and family as "Laowu," literally "Venerable Fifth." He is the fifth-born of ten children all of whom played a part in building Hydoo. The family is originally from Chaozhou in Guangdong, and speak the distinctive Chaozhou dialect. But, they ended up after 1949 in Ganzhou, Jiangxi Province.
The business Laowu started 18 years ago is now worth over $1 billion. The first time I met him, I told Laowu my goal as his investment banker, and my emphatic expectation, was that his company would be worth at least that much at the time of its IPO. Another priority of mine was that he and his family members would still hold majority control after the IPO. That too has been achieved. They hold almost 60% of the now publicly-traded business.
For me, Laowu personifies in many ways the large economic changes China has undergone in the last 30 years. He started life as a long-distance truck driver and from that humble start saw and grasped an opportunity to build wholesale trading centers for the emerging army of small businesspeople in China.
I first met Laowu and his company in 2009. The business was then called Haode (豪德). It was then still an old-school Chinese family business. There was no corporate structure in the traditional sense. Laowu and his brothers, sister and nephews would pair up, or act independently, to do individual large wholesale trading centers around China. When I met them, the family had already done 19 such projects. All had done very well. At the time, I'd never met a Chinese private company as profitable over as many years as Haode.
Over the last three years, the company has been transformed into a more professional enterprise. Hydoo provides a useful excellent template for how a Chinese family-owned business can make this transition to a publicly-traded company. Part of that process was splitting up the family's existing business between a group that would follow Laowu and become shareholders of Hydoo, and five other siblings who chose not to participate but remain active, in some cases building their own wholesale trading centers.
As the IPO prospectus puts it, this division was "a complex, delicate process involving the allocation of assets or interests in the existing businesses among a group of closely connected family members, who decided to split up into two independent groups with diverging goals going forward. Under the special circumstances, no written agreements were entered into in respect of the Family Allocation and no valuation appraised by independent valuers was undertaken when negotiating the Family Allocation. Instead, the Wang Family Group placed their focus on more subjective, personal factors."
Me and my firm played a small part by advising Laowu and his siblings on the pros and cons of being part of a company planning for an IPO. But, as you'd expect, most of this was done within the private confines of a large, closely-knit family. Along the way, though, I gained a deeper appreciation of the unique ways Chaozhou people do business.
Chaozhou natives are rightly famous both in China and throughout much of Southeast Asia for their business acumen. They are often described by other Chinese as "the Jews of China." As a Jew in China, I tend to think the description flatters my people. Chaozhou people seem to have an instinctive and unsurpassed talent for making money and entrepreneurship. Look around the world at the most successful Chinese business people, including the leading business families in Thailand, Indonesia, Singapore, Malaysia and Hong Kong, and a large percentage, including Asia's richest magnate, Li Ka-shing, Thailand's richest businessman Dhanin Chearavanont and Indonesia's top tycoon, Mochtar Riady, are either from Chaozhou or are descended from people who immigrated from there.
As this suggests, Chaozhou people are able and willing to uproot themselves and chase opportunities. Laowu didn't leave China, but in building Hydoo, he did venture far afield from where he and his family were raised. He saw very early and profited richly from an economic shift within China that few others noticed 15 years ago. At the time, much of China's economic growth was centered in southern China, and large coastal cities like Shanghai, Shenzhen, Xiamen. Laowu looked inland, especially in Shandong Province, one thousand miles north of Chaozhou.
As the economies of Shanghai and big southern coastal cities began to cool, inland areas, led by Shandong, began to boom. Shandong's GDP growth, over the last ten years, has been among the highest of any part of China. Shandong is a huge market to itself (population 95mn) as well as a vital crossroads for commerce between north and south, east and west in China. Laowu built large wholesale parks to accommodate thousands of small traders, creating new clusters of small-scale commerce and entrepreneurship.
When you visit one of these centers, you get the impression that half of Shandong's gdp is going in and out the doors. It's crowded and vibrant. Even the smallest traders own their own small shop inside the Hydoo centers. That's Hydoo's model: they build the buildings, and as they do, sell off most of the units to thousands of individual small traders. Hydoo helps them get mortgages and often acts as guarantor on the loans. This lets thousands of small businesspeople become property-owners. As the Hydoo centers thrive (and they all do, as far as I know) the value of the real estate rises.
I know of no other businessman in China that has done as much as Laowu to build wealth and provide an entrepreneurial hub for such a large number of people in China. Hydoo is now spreading across more areas of China. It's is building huge new wholesale parks in Sichuan, Hunan, Guangxi, Gansu.
I see Laowu infrequently these days. But I'm as impressed now as I was when I first met him by his accomplishments. He and his family founded a business back when China was a different and less developed place. They stuck with it, kept reinvesting and now, through today's IPO, own shares worth more money than I can imagine. But, more important for me is that they still own the business, still own the majority and so answer to no one else. As an entrepreneur who helped create and sustain so many other entrepreneurs, Laowu deserves nothing less.
Additional disclosure: My company, China First Capital, advised them and acted as their investment bankers until the middle of 2010. Since then, I've had no role working for the company, infrequent contact, and played no role, formal or informal, in the IPO. I was not privy since 2010 to any information about the company, its strategy, financials, operations.