Matthieu Bodin is an entrepreneur and community builder. As the International Growth Director at XNode (thexnode.com), he works with startup founders, corporations, and ecosystem players to innovate in China. He is on a mission to identify the relevant model that will help organizations stay ahead of the competition.
Previously, Matthieu worked for Techstars as the Regional Manager for Greater China where he supported community leaders to nurture their local tech communities.
He has spent 12+ years in Greater China: Beijing, Hong Kong, and now Shanghai.
He is on Twitter and Instagram with @maboxiu.
Working in the innovation field in China means receiving an unusually high amount of requests to partner up. Over the past four years, I came to dread receiving a message with the words “collaboration,” “partnerships,” and “let’s sign an MOU.” While it is most definitely half my own mistake, I don’t recall any actual outcomes from sealed partnerships. The chances to fail are even higher if we’ve never met the counterpart in real life or done work together before. And if there is no cash exchanged one way or the other, the odds are indeed against this collaboration’s success.
So why would people reach out and sign MOU? I sometimes assume that people might collect paperwork and pictures with smiles or handshakes on them. It probably keeps them busy.
In a way, though, there is an opportunity to bring two organizations together to deliver something more significant than each could execute separately. But to make this correctly, the process has to be monitored carefully. And several best practices served me well to avoid too much waste of time.
All it takes is a bit of discipline.
Push back on signing documents
First, best refuse to sign any document if there’s no cash or a short-term client available. Instead, suggest waiting until one of this two scenario happens. That has always helped set the serious partnerships apart from the PR-focused ones. That won’t make everybody happy and satisfied, but it is well worth the trouble. And if you’re like me, reading a legal document is something we gladly skip. In China, the only exception could be with government bodies. They wouldn’t concretely lead to sponsorship or client work, but they are worth the attention in the long run.
Build a system
Second, create a system that is reliable and complete. I rely on tools to scale my action, and managing partnerships is a great opportunity to leverage digital services. My choice this time is with Notion.so and its database system. It is seamless (and free for the lowest tier) to create a Workspace, then a Page, and then create the View that suits your needs. In this case, the “Table View” works fine to prepare and maintain a long list.
At this stage, the fields (called “Properties” in Notion) that have been useful are:
Title of the organization
Status (Lead / Contacted / Active / Passive / Lost)
Internal point of contact (from your side)
Name of partner’s contact (from their side)
High Priority (y/n)
Last Activity (date)
Title Last Activity (short description)
Notion is built in a way that you may add as many Properties as you’d like. But it’ll be as many fields to fill in and keep up to date. It’s a balance to find and test.
Notion is built in a way that you may add as many Properties as you’d like. But it’ll be as many fields to fill in and keep up to date. It’s a balance to find and test.
Third, you may want to start adding the partners that are on top of your head. But I usually don’t worry too much and instead wait for a new touch point. Doing it step by step rather than in one go is less overwhelming admin-wise. Similarly, it’s essential to update the Table regularly rather than waiting for the backlog to get longer. Remind yourself to take a look at it every couple of days, 5 minutes once in a while will be worth the time. Plus, looking at the list can give you some new ideas with opportunities to reach out.
Don’t drop the ball
Finally, have the discipline to reach out to your partners every quarter or so pro-actively. Pinging them will go a long way and it could create some interesting conversations. It is for that reason that I keep the Property “Last Activity” well up to date. Whenever I have 15 minutes, and I see that I’m falling behind on partnerships, I will send a gentle nudge. Even if we weren’t the ones creating that collaboration, it is warmly appreciated – and a good signal of excellent customer service.
Some organization and light touch discipline – managing partnerships isn’t so hard after all. And instead of being frustrated by a handful of unsuccessful ones, we can scale this system while keeping it close to our attention.
Creating a new tech community from the ground up is an exciting journey. There is a lot to figure out, and your first decisions can seem difficult to take at an early stage. But with some strategical thinking, it doesn’t have to be complicated. When looking at the creation of a new community, three parts have to be considered early:
Mission & Values Activities & Density People
The mission and your community’s values are the foundations on which the group of people can agree on and scale. That can be started as an experiment but don’t change the mission or values lightly. Keeping the mission and values broad is an excellent way to welcome new individuals. Have a much clearer focus will encourage higher engagement and sense of ownership.
Activities are opportunities for community members to get together and form meaningful connections. There can be activities taking place online or in real life, but a combination of both often works best. With the right support, it makes sense to host landmark events, with broad appeal. And between two of these, have frequent and smaller gatherings or get together. Density can also be increased by actively engaging members on a digital platform. To avoid too much lurking, reach out on an individual basis after each group post.
Finally, gathering the right mix of people to support the community is critical. Beyond embracing the mission and values, supporting activities, they should be on the lookout for new members. To grow the movement further, look at mechanisms to find and “test” your next generation of community leaders. That always takes longer than hoped but creates the highest opportunities to scale.
Want to read more about creating a new tech community? Discover this white-paper written by Techstars on the 5 Ingredients for a Thriving Startup Ecosystem
Public speaking is a challenge for most, and it is easy to understand why. You get 20 to 30 minutes on stage, and everybody will be looking at you. Most are genuinely interested in what you have to share, but some in the audience didn’t want to attend or feel like they have better things to do. Instinctively, we’re all well aware of the possible danger involved with stepping on stage.
Public speaking has been a big part of my professional life. To learn, I studied experienced public speakers and read books extensively. I discovered a method to optimize the preparation of a talk – while making sure that it resonated with the audience.
It starts with an idea.
When asked to give a new talk, I come up with a title (often asked early so the organizers can confirm their agenda). The most straightforward trick has been to combine two concepts that I’m familiar with, for example, Happiness + Community or Startup Founder + China. That gives me enough wiggle room to find things to share. I don’t dig deeper for a little while, instead, giving my subconscious some time to absorb that new title.
Give it a structure.
By the time I start working on the presentation, I spontaneously come up with thoughts for the performance. It often comes in the middle of a conversation, in the shower, or while reading a book. These moments have always been conducive to my creativity. I would write these thoughts down and give it a couple more days. That will be the signal that I’m ready to work on the presentation.
Find the core message
The first part might seem random, but what follows is very much structured. Once I have the title and some thoughts, I would lay everything on paper and start the deep work. The goal at this stage is to identify the “one” point I want to make. It doesn’t have to be rocket science but will help anchor the rest of my presentation.
I’ve heard some speakers being frustrated to cut some of their content out. But, I’d rather leave an audience wanting to know more than having listened to too much.
Panels are high chances to engage with a broader audience and throw some new ideas to steer debates. At a recent one with Community Builders, we wanted to test an assumption. We paused our conversation and asked the audience to raise their hands if they saw themselves as an introvert.
This idea became important to me over the past few years. I have been reading these sorts of articles for some time now (here and here). But I’ve also met hundreds of Community Builders from different countries and cultures. The idea that “introversion actually helps people build strong communities” became a sort of theme in my head.
Our guess was right; most of the room raised their hands. We weren’t surprised, but they probably were — each of them assuming that they’d be singled out among others. I enjoyed seeing the organizers, my fellow panel speakers, and myself – all having our hands in the air.
We were a room of introverts, talking about building community. The one activity that forces you to speak with people and get them excited about your projects!
I have been thinking about this evening many times since and trying to understand what to make of it.
If Community Builders are introvert like me, how do I make their journey less painful than mine was?
My fellow Carnet.cc author Vincent accepted to endure a live recording with questions on his experience in manufacturing in China. We’ve had long discussions over the past few years, always very lively. I am so glad that we could seat behind the mic and record 45 minutes of hands on content.
Feel free to listen to the recording on Anchor.fm, Spotify and Apple Podcasts) or read the transcription. Any questions? Comment at the end of the post.
Vincent, please introduce yourself
I am one of the partners at Pinn.hk. We are a product development studio located in Hong Kong. We are mainly developing products for our owns brands Huzi and Infinity Pillow, toys and travel accessories. We design, manufacture, and sell online. I have been in Hong Kong for the past eight years, and I have been enjoying life there so far!
Where do you find a good manufacturer to prototype your product?
That’s the tricky one! It is about understanding what the product requires in terms of expertise. We run the first round of due diligence based on skills needed – most often through recommendations.
For our simpler products, we’d look broadly, via traditional sourcing channels. We attend fairs and exhibitions – meeting with manufacturers that show up. We’ll follow up on these contacts as projects start coming up. We then contact them, trying to understand if the description matches. That helps us shortlist the one we’ll be visiting on-site. We mainly work with factories from the Guangdong area, so it’s an easy day-trip there.
What are the key considerations when selecting manufacturers?
There can be some particular production skills required. Picking a manufacturer that wants to learn from us helped find a win-win situation. We are on a premium segment, with high-quality requirements, often stronger than most companies. Some factories (especially in the Guangdong area) are interested in improving their processes to avoid manufacturing cheap things only. The prospect of working with brands like us is appealing to them! That gives us the confidence that we can build a stronger relationship with them. Helpful in urgent situations.
Other benefits that the manufacturer might perceive from working with you?
It is a case by case basis. One might be interested to learn about great design. Another one might want to improve their processes based on our experience together. We can also use our experience of selling with online platforms to justify working with us; there is a lot to learn here.
What are the milestones to have with the factory?
As a project grows in complexity, we will validate the costing and technical elements. A pre-production test would typically happen shortly after. It helps us make sure that both parties well define everything from pricing to small details.
Are manufacturers more willing to work on small batches of production?
Ultimately, manufacturers want big orders; they want to keep their production units going. Lower quantities can work if products and tooling requirements match. We’ve worked with hard and soft products – each requires different methods. With soft products, you can order fewer pieces because it often doesn’t need new toolings. In practice, small quantity orders will end up at the end of the schedule, at the bottom of their priorities.
Then, if it’s more interesting for you to produce in bulk, how do you deal with production and forecasting your orders?
Large companies have tools and a history of sales to help them forecasting orders a long time in advance. It’s not perfect, but that gets the job done.
For us, we try to scrap information on small trends. We are carefully looking and anticipating where markets might go up or down. It’s not rare to end up with too much or too little stocks. Someone in this industry for long would end up stocking a little more than ideal, to be safe.
What are the typical minimum order quantities?
For our products requiring specific toolings, we would have troubles finding a factory in Guangdong willing to work for less than 1,000 pieces.
For soft products, it’d depend on the fabric you need – some have high minimum order quantities – but you can negotiate down to three hundred pieces.
Beware, it might not be about the manufacturer; you need to look at the entire chain. If you have to order a part that has a much higher minimum order quantity, you can rapidly get stuck on really high numbers.
How did you learn what you know now about the industry
You can learn from theories and reading books, but you need to experiment. Most learnings come from each opportunity. Every batch you run will provide another round of insights. Over the years, you’d hope to get better at it.
After some many bruises though, you’d want to remain agile and not get overwhelmed by processes – that’s often a false sense of protection or security. The goal is to find a balance that you’re comfortable with.
Can you describe how the supply chain of a product manufactured and sold in China would work?
China is not one of our primary market for expansion. We don’t have something specific for the country. Typically, if you produce and sell in China, you have to pay the sales tax early.
The scheme that most international brands use is to export a product immediately upon production completion, hence avoiding to pay sales taxes. We stock up in Hong Kong and ship orders from our warehouse there.
So let’s say, somebody in Mainland China purchased one of our product, we’d ship it from Hong Kong rather than from our factories. In that scenario, the customer pays the sales taxes.
Some factories can help you set up the sales tax part, but it requires additional controls. Taobao and JD.com have global solutions as well, assisting foreign brands in selling products on the Chinese market.
Who are the stakeholders involved in this process?
You can get help from designing firms, a certification agency to validate products, import and export licenses, distribution channels, and then the marketing and PR support.
We’ve realized that manufacturing the product is just a part of the overall process. And it’s not because your product is available on Amazon that you’ll get it purchased. You want to outline and execute a marketing and PR strategy. That might require some additional support.
How do you compare Tmall and JD.com systems with the Amazon warehouses systems?
Selling in China is a lot more complicated. In that regard, dealing with Amazon is more straightforward, more open.
But it is not all rosy, Amazon still considers that most sellers out of Hong Kong speak Mandarin, they wouldn’t try English or Cantonese with you. Nonetheless, they can do wonders to support your logistics needs. They have a license to do ocean freights, which means that they can pick up your products directly from your factories in China.
Picture a well-integrated process from the manufacturers to the end customer.
On the other hand, for a foreigner to sell in China without a base in the country – there’s no equivalent to Amazon. Tmall global exists, but it isn’t broadly used yet, partly due to an invitation-only system.
Without an entity in China, the seller will have to fulfill the order and be pretty much on their own.
A few years ago, we discussed Amazon supporting customers to send products back. In general, the fact that it has a lot of power over its sellers. Do you feel that the Chinese platforms have the same angle or will support sellers a lot more?
Well, in China, you do have the seven days return policies. But this is more restricted than the 30 days of Amazon.
The significant difference might be down to customer habits. American consumers are a lot more used to returning products. One might order every color of an item and return all of them but one, the favorite one. That’s not very common in other market places.
You’ve used Kickstart several times to launch a product – what’s your opinion on the platform?
Many exciting projects are happening on Kickstarter, and it’s still a great way to validate a product’s potential. If you don’t have a lot of money to invest, it can help you test if you’re heading in the right direction.
But there are also many stories of how some people took advantage of the platform. So in many ways, you have to do your due diligence and understand if using Kickstarter will have real benefits for you.
For example, some websites don’t publish news about the on-going Kickstarter campaign because of the high failure rate in the execution and shipping phases. That might hurt your PR strategy.
How do you get your product into your customers’ hands when you don’t sell via Amazon?
We leverage fulfillment centers. We work with a center in Hong Kong and the US plus considering one in Europe. It’s effortless to find providers allowing you to outsource most of the worries associated with fulfillment.
There are two types of fulfillment centers for us: the B2Cs, that are connected to our selling platforms via an API and would ship an order as soon as it’s settled.
The B2B warehouses that will specialize in much larger volumes. Typically getting palettes for retailers and wholesalers.
How much time do you spend on reviewing that system that you put in place?
Roughly every quarter or semester, we review and make sure it is supporting our needs. We will also look into customer feedbacks as a way to anticipate updates to be made.
For example, Germany recently changed its customs policy: customs are getting paid on every single item arriving in the country.
With Amazon, things used to be in a grey area where the platform nor the seller were including taxes. Many countries have since changed their policies and made it mandatory for the platform to collect taxes on behalf of the seller. Things are now a lot clearer.
We are officially registered with the German VAT system, but postal services don’t offer “Delivery Duty Paid” services. It requires a specific courier that makes the total price expensive in comparison to the product’s value. That forced us (and many other sellers) to look into different fulfillment methods.
Have you considered stopping to sell in Germany altogether?
Not really, what we did is indicating at the time of checkout that our products were shipped from Hong Kong, hence inquiring additional fees.
But we are looking at alternatives that would allow sending the product from Europe (hence making shipment quicker). The strange situation that we’ve encountered is that shipping from Hong Kong to Europe is significantly cheaper than from Europe to Europe.
And currently, it’s just a few days faster to ship within Europe compared to from HK to EU. Look at a map, and you’ll see that it’s crazy!
How are you charging Mainland Chinese customers and which platforms you’re using?
I can share some of my experience, but I’m also looking for suggestions on a great setup! Right now, we charge Mainland Chinese customers with Alipay (via Stripe). But it’s only in Hong Kong, so customers would need to be ok with paying in a different currency (HKD).
We found that it was more convenient for them than paying with a credit card in USD.
WeChat is not correctly set up on Stripe, so we haven’t offered this option yet.
You can’t charge in RMB if you don’t run operations in Mainland China.
But then it means that your Chinese customers need to do that extra work: getting to your website and being willing to pay in HKD.
The conversion in Alipay from RMB to HKD is simplified, so it doesn’t require much effort from them. But it’s less than ideal.
It’ll be the same if you want to sell on Tmall, Taobao or else, you got to have a business set up officially in China.
Have you looked into setting up in China? What would be your typical channels of distribution?
We are looking into this. Several leading online stores cover the vast majority of the market. If you have a presence on Taobao, JD.com, Xiaomi, Sunning, and several more, you cover 90% of the e-commerce market in China. That’s unheard of in most countries.
What we found is that having a presence on these platforms require a tremendous amount of human resources. Your customers reach out to you at any time, and they expect immediate replies. The challenge that we’re facing is finding the right partner willing to commit to our highest standards of quality.
What would be other adjustments to be made if you wanted to sell on Chinese platforms?
There are more and more Chinese entrepreneurs looking for brands that they can develop in China. They believe in leveraging the massive size of the market to justify bringing prices down massively.
That poses a fundamental question to us:
Some brands have different pricing strategies for Western markets versus China, where it’d be substantially cheaper. We aren’t comfortable with this strategy.
We make sure that our brand is consistent worldwide, pricing and customer service wise. That might come at the expense of not moving on a popular platform.
What are the top reasons to sell on Taobao or JD.com compared to setting up your own WeChat store?
It’ll be the same situations as posed by Amazon: “the bottom line is the reach of these platforms.”
Customers want to find what they seek. It’s not about your opinion as a seller on the platform. You got to leverage the best places to sell your products.
With a larger market share, you hope to leverage new business opportunities, develop new products, increase the quality, and more.
It means making your own informed decisions – being independent is a lonely path.
Would you say Chinese customers value “China-made” products?
On our segments of products, it doesn’t make a difference as far as we’re concerned. We design and manufacture in China, and we haven’t seen an impact. But it is plausible that our niche market has specific desires and expectations.
Our Chinese customers are mostly in first-tier cities. Most definitely households who have been over the purchasing-craze and are now looking at few but thoughtful purchases. It’s unclear if they pay a lot of attention to Design/Made in China.
Have you considered manufacturing elsewhere than China and possibly in Europe and the US?
Not really, we take pride in the work we do from China. It is a clear advantage to work with factories close to us. We don’t produce in China because it is the cheapest option, we produce in China because we live here and found everything required to be successful.
April Fools day in 2016 – Polytechnic University in Hong Kong. A special day: I stood up on stage to host their second Techstars Startup Weekend. Plus, I announced to everybody that I was going “Professional.” Three years ago, I joined Techstars as the Regional Manager for Greater China. It was the first day joining the organization that I had supported as a volunteer for over four years.
What followed has been a ride of epic proportions. Nothing could prepare me for it, and I did my best to embrace the new life full speed ahead. Amazing colleagues, empowering mission, and extraordinary programs to help more communities around us!
If you’ve known me over the past three years, you most definitely heard me saying these things below. It is fun to reflect on these sayings and write them down here:
Time gets experienced in “Dog Years.”
That’s my way of describing what I feel every period as seven times longer than it is. If we met two months ago, it would most definitely feel like over a year. There is no science behind this and no bragging rights. It goes beyond the long hours on the job or a large number of travels. It is my way of describing the intensity and depth of conversations and projects we experience. Instead, it highlights the high energy required always to be positive and constructive. Working in the tech/startup community building in Greater China is a significant time-shifting experience!
One of my self-deprecating jokes is how much of a black sheep I am. Who would hire a Frenchman to work for an American company, trying to nurture tech communities in Greater China? How strange is that? Building legitimacy to make the most out of this role was important from day 1. We work with the best corporations, partners, conferences, entrepreneurs, and investors. And by “we,” I mean the hardcore Felix and Bronze who joined me to support a vision that few believed in initially.
It is NOT about me
Even if the entire post has been about me, this adventure isn’t. We support thousands of entrepreneurs on their journey to create new projects. We share the best of our experience and work with hundreds of Community Leaders in the region. We keep scratching our heads to find the highest positive impact with limited resources. We work to make our volunteers shine. So many people #givefirst and fight for what they believe in doing.
The past three years haven’t been simple, and there is no reason for this role to be. It was presented to me as an “18 months job before you burn out or move on.” As shared during my talk at TECOM, all I try to do is “thriving to make this little corner of the world a slightly better place. That’s all there is.”
Yesterday, I had the pleasure to be on stage at TECOM Conference in Shanghai to share about “The Happiness of Community Building.” The line up was excellent, and it was great fun to share the stage with insightful speakers. Big up to Marian (interviewed here) for putting TECOM together.
The post below is a transcription of my talk. I added a bunch of personal anecdotes to it on stage, but you’d have to watch me live to hear them 😆. I’d love to improve my delivery of “The Happiness of Community Building,” a topic that I shared once before in Beijing, so please -> comment with your suggestions and improvements at the bottom!
Raise your hands if…
The act of building communities is selfish. We build communities because we seek happiness. And that’s ok, I honestly don’t blame you, I am the same!
In fact, what I have discovered is how Community Building has all the right pieces for somebody to find happiness. But at the same time, it is so easy to get lost along the way.
I have been building tech communities in the region for the past 8 years. It has been a fascinating journey that I’m glad to share today on stage.
Community Building has the elements to help somebody find happiness
When it comes to Community Building, I don’t believe we’re referring to any regular jobs or volunteering activities. Instead, it is something that one decides to pursue with passion. You wake up in the morning, energized and ready to live according to your values and beliefs. You learn you grow, and that gets you one step closer to happiness.
Community Building is also a wonderful chance to make meaningful connections. The people that you’ll end up spending time with form solid bonds on which you grow happy. You’ve probably heard of the Harvard Study of Adult Development and how they showed that we are happy and live longer also based on the quality of our relationships.
And finally, with Community Building, you have an opportunity to project yourself in a better world. One that you are actively engaged in creating. This sense of fulfilment is exciting. Your engagement looks good on you as you work towards something you helped imagine. Fulfilment and ownership, two amazing ingredients helping you get on a path of self appreciation and confidence.
Watch out – it is so easy to get lost along the way!
But, it is so easy to get lost along the way. Community Building is brutal and challenging. On the long run, most quit and call it a day. Most get their intentions twisted and eventually look the other way. As energy runs high, stakes get bigger and pressure goes up.
Your efforts are so hard to measure! As a Community Builders, it remains so challenging to assess your impact over time. And there are not many organizations willing to pay for the skills you develop, even though many get genuine value from it. There are no prizes for showing up early and cleaning until late. Years later, who would remember the first ones who laid the strong foundations on which we’re celebrating today.
Let’s not underestimate people having change of hearts. Communities get created with positive intentions. But as power gets accumulated, leaders are tempted to hold on to it and modify their values. Eventually, they might create territories, trying to protect them with artificial barriers and real political plays. They become bad players in a community that should (and will) reject them.
And on a personal basis, Community Builders aren’t exempt from their own pain. I have seen many wonderful people feeling exhausted, burned out. They their community to seek help they couldn’t find. Community Builders are so engaged with their action that they give it all, consuming their energy entirely and getting face to face with deep fears. This is saddening me even further because I had my own dark moments last year. And I didn’t know where to get help from. I was genuinely ready to calling it a day and abandoning it all.
We won’t stop – so how do we build resilient ecosystems?
And still, it is clear that all of us in this room today: Community Builders, hustlers, fighters – we won’t stop! Helping the next generations has big place in our hearts. Therefore, we must look at different ways to strengthen our movements. Build more resilient ecosystems with the proper set up to thrive.
As you grow your community, seat down with your peers and agree on values and how you’ll keep everyone accountable. While that might seem too far fetched, it will help scale your impact and get your mission to resonate with people. I’d suggest to include respect, diversity, and inclusivity. Of course, the key will be in maintaining values as you grow. Techstars has a Code Of Conduct that we expect members of our network to accept and embrace. Feel free to take a look at it here.
Do you know how on the safety instructions of an airplane, they ask that you place your oxygen mask on yourself first before helping others? Same here. Take care of yourself first, physically, emotionally, and financially. Celebrate the extra long-term contributions rather than 24/7 sprints that get people exhausted (here is how I’m doing).
Brad Feld, one of Techstars co-founder wrote in his best seller Startup Communities that communities should be built with a twenty years ahead mindset. And the clock resets every day. We’re in this for the long run.
The final element that makes a difference for all of us is getting connected with our peers. Like-minded leaders who share similar challenges and opportunities. Having such a platform is truly game changing and powerful.
That is why I am so excited about TECOM. Get conversations going and make new friends today!
It’s just the beginning, isn’t it?
In conclusion, I genuinely believe that community building has all the right elements that helped me be happy. It could have been so easy to get lost along the way (and it often did), and I keep working at it.
The way I see my role is so well said by a character in a movie I recently watched (Ricky Gervais and Dame Penelope Wilton inAfter Life). It goes like this:
“I thrive to make this little corner of the world a slightly better place. That’s all there is. Happiness is amazing. It’s so amazing that it doesn’t matter if it’s yours or not.
A society grows great when old men plant trees, the shade of which, they know they will never sit in.
Good people do things for other people. And you’re good, you have so much to give.”
That’s it, the end!
A major THANK YOU to the entire TECOM organizing team and EXPLORIUM. Click here to access pictures taken during the conference.
Felix is an Entrepreneur and Community Builder in Asia and beyond. Love startups, coffee, reading, and Marvel. He reads a lot and has plenty to share.
You can find these books and more on an Airtable that Felix created here. I read a lot too, feel free to follow me on GoodReads.
Felix, how do you select a book that you want to read?
[Felix] I usually get recommendations from friends and colleagues. And I get some inspirations from online bookstores (such as Amazon or Book Depository) and clickbait blog articles like “Seven books you need to read to become an entrepreneur.”
What format of books do you read on?
[Felix] I am not an avid user of digital copies or ebooks. I prefer hardcover books – that prevents me from being distracted and keep my eyes in good condition by not always looking at a screen. Plus, I don’t feel like it’s the same to read a book on a smart device. People would usually be more eager to skip content rather than go from beginning till the end. I can better concentrate, have a coffee, and have fun with the book.
[Matthieu] Interesting! On my side, often traveling + regularly changing apartments made carrying books a significant challenge. That got me to read a lot more on my Kindle. But I do have physical books as well. The experience between those and digital copies isn’t the same, but it’s a lot lighter.
Now back at you, when do you find time to read? When do you find time to sit down and open a book?
[Felix] I usually read during three distinct periods: 1/ In the morning, on my way to work in the commute. I live far from downtown HK and typically seat in the subway. That’s 45 to 60 minutes of travel time, the equivalent of a chapter or two. Instead of staring at my phone, I choose to read. 2/ During lunchtimes on my own. When I eat alone, I open a book 3/ Right before sleeping – it helps me to cool down from a busy day. I find this routine helpful to structure my thoughts and get ready to fall asleep.
It seems that you’re reading a lot in English – it used to get me sleepy quickly (I’m not native English), aren’t you feeling the burden?
[Felix] Most of the books I read are business, entrepreneurial, or psychology themed. Most of the Chinese translations are not a hundred percent accurate, hence picking English. I’m not a native English speaker as well but uses this to my advantage: I learn from books on how to describe new concepts, sentence structures, etc. As I’m in active learning mode, I don’t feel sleepy reading in English. I tried reading in Cantonese or Chinese, but that’s when my eyes close faster!
Have you tried listening to books on Audible or similar?
[Felix] I cannot keep my attention focused on something I listen to for so long. Music or radio will work, but it doesn’t work with somebody reading the book for me.
Let’s talk about your first book, one that you’ve mentioned many times during your workshops at Techstars Startup Weekend, especially the ones around customer discovery and prototyping. It’s the Airbnb Story by Leigh Gallagher. What can you share about it?
[Felix] I picked this book about Airbnb’s early stages as a good reference for entrepreneurs. That’s the kind of books that you can refer to multiple times on your journey. The author was authorized to follow the Airbnb’s founders and get close to the action. That helped him capture the day to day life and how they eventually managed the team’s success. I learned from this book the idea of the Lean Startup concepts, sometimes better than with the actual Lean Startup book from Eric Ries.
It illustrates many strong concepts such as why entrepreneurs should start working on something small while keeping a strong vision and a bold dream. The book also emphasizes how you should focus on the problem of your customers first. And eventually the way you may build your company step by step to become a large venture. One more thing had a substantial impact on me: the culture created at Airbnb. There is a chapter where you learn that the founders interviewed and hired each of the first three hundred employees. On the one hand, it means that there was no hiring department until a large scale. It also assumes that founders could encourage a culture where people share the same signs, codes, and agile thinking.
Founders spent the time to pick the right people, to foster a specific culture, and build a big company. Finally, I learned that you don’t need tech co-founders to start a tech startup. Two design graduates started Airbnb; they didn’t have any technical background. It all began with a WordPress built from scratch, without complicated technology involved. They spent a year and a half before committing to make Nathan Blecharczyk their CTO after working together for a while.
[M] The book gave me a clear and precise perspective on what’s the link between our values and actions. That link in between is called “Principle,” and without realizing it, one already has hundreds of these principles. And as it drives the way you make decisions, you better identify them. It’s insightful to visualize the Principles that you follow and write them down somewhere. It helps make sense of the many actions that you’re taking. The book shares a framework on finding yours after justifying why it’s essential. To help, the author provides hundreds of their Principles at his firm.
By doing this work on myself, I was able to identify specific patterns that I turned into Principles. Knowing them helped to understand why I make individual decisions. There is one that I can share as an example: the relationship that I have towards trust with others. I tend to trust people at the first encounter. You have it until you break it. But once it’s broken, it’ll be super hard to get it back. I made this idea one of my Principle. It’s neither good or bad, and it doesn’t have to be. But knowing it helps me understand some of my relationships with people.
I am now digging into my Principles for leadership, public speaking, selling, my own goals, and more.
[F] Speaking of Principles, how can entrepreneurs make decisions using Principles?
[M] As a founder, you get pushed towards your limits as stakes are getting higher. And you’re often in survival mode. That might lead you to more stress and sometimes auto-pilot mode. Knowing your Principles empower you to understand when it’s time to have a break because the decisions you make aren’t matching who you indeed are. You may want to stand back and take a break.
At the same time, when you’re struggling in making decisions, you can take a look at your principles and figure out what might be the right way to go. They act as a reminder of what I typically stand for and use this energy to make the tough calls.
[F] Amazing book! The founder of the company wrote the book of the same name. Fun story, I connected with him on LinkedIn after reading his book! We’ve been sharing messages and insights on entrepreneurship ever since.
He first created “Promise of a Pencil” (he stepped down and hired a CEO) as a meaningful startup. He is now working on “MissionU,” a non-traditional university for minorities to learn and get knowledge. Last year, that company got acquired by WeWork and is now called WeGrow of which Adam Brown is still CEO.
My three key learnings are: Number one, Adam Brown used to be an ordinary person with a successful education. Followed by a consulting job at Bain & Company. One might say that it’s a straightforward career, successful path by society standards. Ultimately, he realized that his career and work environment weren’t the right fit for him. He started backpacking across the world, looking for his passion. Adam would ask kids he meets along the way some big questions around “what you want to achieve, learn, etc.”
When he met a local child in rural India who replied “I want a pencil,” Adam realized that he found a problem worth solving. Hence his first NGO – a structure that would aim at filling gaps that some developing countries have when it comes to education.
The second thing that I learned is the difference between startups, social enterprises, and non-profit organization. Having that clear distinction in mind can help social entrepreneurs realize their true calling. In the author’s mind, he doesn’t belong to any of these categories. Instead, he makes a stance for a fourth: “for-purpose organizations.” The company does things for the general good while making profits. It seems similar to B Corporation, but it inspired me a lot to look beyond labels and categories.
The third element is how Adam involved Justin Bieber as his ambassador. I like Justin Bieber’s talent, and the way they work together is inspiring. That’s the only organization for which Bieber spent a lot of time and resources.
It has been one of the books I recommended the most to founders I’ve been mentoring. The underlying goal is for them to understand that finding customers has techniques and frameworks. It doesn’t have to be magical and intuitive. The author provides a framework to help entrepreneurs find what works best for them.
Then, he describes different options and concretely, how to test them:
– Pick three channels to experiment, the ones that you hope would get the highest results.
– Spend your attention on these three and measure outcomes.
– The most successful one will become your benchmark against which you test upcoming channels. You keep running these experiments, always switching for the channel that gets you the highest results.
A few things to have in mind: channels will change over time as you grow your business or have access to more resources. You should keep testing and iterating, even as you become bigger or expand geographically.
[F] Can you elaborate on traction and who are the stakeholders responsible for the metrics?
[M] Once you’ve found your product/market fit and reached a particular stage, you want to focus on growing your business. At that stage, you may want to have your Growth Hacking Team.
Until then, you have to understand how to get customers and work on it almost daily. Investors would most likely want to ask some questions on your acquisition numbers.
[F] I just finished this thick book of 450+ pages!
Most people would recommend the Lean Startup or Zero to One book as the founder’s bible. I would say that Monkey Chaos is the one to go through carefully. It answers many questions that arise on the journey as an entrepreneur. It covers topics from early stage struggles to closing your fundraising, plus joining an accelerator, and getting acquired. It’s from the first-person perspective, somebody who stayed in Silicon Valley. The author was often described as a 200% asshole – playing with people, enjoying life too much.
This guy started as a regular joe, joined a startup after a career at a bank. Then, things changed and he uses the book to describes his new obstacles: getting sued, forming a co-founding team, visa issues, getting into Y Combinator, and so much more. I enjoyed reading cool terms about social media and digital marketing, definitely a book of choice!
[M] Do you think it would be possible to have such a lifestyle in Hong Kong, Beijing, or Singapore?
[F] The lifestyle presented in the book is intense! There is so much happening in each chapter; more than one would normally be comfortable facing. And then you realize that the time between two chapters might only be a couple of days.
I couldn’t handle having so many balls in the air or incidents happening at the same time. If you dare to become a badass entrepreneur, better get ready and learn how to handle this roller coaster.
[M] The third book that I have been recommending a lot but wouldn’t consider as a bedside read is titled “Venture Deals” and is written by Brad Feld. I know you’ve been hearing about him a lot when it comes to startup communities, but his insights on raising money are precious!
Don’t expect a storyline: there are many legal and accounting terms to understand. It will help founders raising money. Their angel investors or investors would most likely bring up some of the notions, and it’s excellent for founders to educated themselves on these early. Don’t make terrible decisions because you haven’t done your homework!
[F] The video course by the Kaufman Academy on Venture Deals is solid, a must watch! Venture Deals is a book for angel investors as well. You get a lot of definitions of important terms: cap table, founders agreement, etc.
[F] This book is written by the former Head of Design at Coca Cola. A product that we consume almost every day (not me!). It’s probably one of the truly global product, everybody with a chance to taste it.
The book talks about is scaling a company or brand more systematically. It comes down to standardization of the entire chain of production and making sure everybody involved is aware and adequately trained. Considering the product, Coca Cola is a soft drink. But looking at that product in Hong Kong or Japan, differences have visibly been made while ensuring to keep a similar look and feel.
It might be the packaging, the advertisement, distribution channels, etc. But when it comes down to the fundamentals: the color schemes, the tones of ad videos, you do see many similarities. That’s what the author wants to convey, how did the standardization happen. So from an entrepreneurs’ perspective, once you’re ready to grow into different markets, make sure that you have a clear policy to standardizing your products or services.
[M] How would an entrepreneur balance this need for standardization with iterations?
[F] Iterations come from data collection. When there is something that isn’t right or too slow, you may need to look into a new strategy or a new form of business operations. It comes down to the process, making a Scrum Board or else and look at smaller elements that you can iterate around for different cities or business units. And they mentioned Startup Weekend five times in the book! The author joined as a mentor and had a great time.
[M] The book that I’ll talk about next is called “Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies”, by Reid Hoffman
The book is hugely pragmatic, almost brutal. At the same time, it has a form of elegance. It’s the idea that certain startups create a mission to grow as fast as they can. And as a result, things are meant to be broken in the path of that startup scaling super fast. Blitzscaling comes from the idea of Blitz, which is like super fast in German, and scaling which is growing. So you try to grow as rapidly as you can. In the book, Reid explains why it might be happening, how it can happen, and what should founders do about it.
It’s super hands-on, with concrete examples on hiring, firing, finding your top executives and more. He’s explaining the pros and cons of being a founder of a blitzscaling startup or even being an employee. From my perspective, I took this as a lesson into things that we could do better with entrepreneurs in Mainland China and Hong Kong. For example, as soon as entrepreneurs have found product/market fit, they might struggle in looking for extreme growth and making it extra big.
There are Chinese startups that are blitzscaling obviously but how do we replicate these opportunities for Startup Weekend participants?
[F] Chris was a journalist and became an entrepreneur as he figured out he could make some money aside to cover his budgets. Eventually, that turned out into substantial revenues to the point where he wrote books about his experience and observations. His previous book is called The Happiness of Pursuit, and the most recent one is Side Hustle.
The $100 Startup is a great read for entrepreneurs, and for everybody following the emerging trend of becoming independent freelancers and digital nomads. These people may want to start a side hustle or run some freelancing consulting gig or e-commerce business.
Not a lot of rocket science but many valuable tips you can apply. How to sell your knowledge, trade something, or create a product people would want to buy. For example, after three or five years, you may accumulate some experiences or skill sets that you can sell. Get some passive incomes or become a public speaker.
It is helpful to more than just entrepreneurs. If there are people around you, you may want to take a look at it [chuckle]! I wasn’t good at receiving or giving feedback – reading the book gave me a good overview of how to improve.
Some items are hard to put in practice, but it works well. Being around entrepreneurs so much, I have observed a tendency of seeing the world a lot more positively because of what we want to build. But it’s also important to be grounded and honest with reality. It’s probably a good book to read in parallel with Radical Candor.
Thanks for the Feedback has a framework, canned sentences, and techniques to be better at giving and receiving feedback. Must read if you want to grow a team or when things are breaking around you.
They work on a one to one approach rather than broad organizational techniques. For example, it’s important to identify first if the person is ready to welcome feedback. At the scale of an organization, it’ll be a key factor of success to empower everybody (and not just managers) to better give and receive feedback. So information is no more navigating from top to bottom, but there’s an ongoing basis for sharing feedback.
What I would want to see is how applicable this American management book can be in Chinese cultures, in our part of the world. I would take a grain of salt and go slowly, but you can cherry pick what works and get on with it.
Ce n’est pas simple de m’exprimer dans ma langue natale. Surtout quand il s’agit de raconter mon quotidien ou parler du travail. Mes mots ne me viennent plus naturellement. Tout est en Anglais. Des anglicisms partout ! Malgrés tout, j’ai passé un très bon moment au micro d’Emmanuelle qui est super pro et très intéressante.
Au delà de ce podcast, ça m’a permit de me poser une question plus importante : alors que je travaille essentiellement avec la communauté Chinoise ou internationale (pas Française), dans quelle mesure est ce que je dois garder un pied dans la culture de mon pays natal ? Cette question n’a jamais été simple pour moi même si je reste fier de mes origines.
Pour garder un lien, je passe un peu de mon temps en extra avec mes compatriotes. Notamment en faisant partie de l’équipe de lancement de la French Tech HK et depuis mon arrivée à Shanghai, faire partie du réseau French Founders.
Pas simple et pas suffisant, mais je cherche des pistes d’amélioration – sans pour autant quitter cette état d’esprit qui me plait : un gars entre plusieurs cultures, qui a plein de choses à raconter !
Merci encore à Emmanuelle pour le Podcast En Eclaireur et voici les liens pour écouter tous les épisodes (à commencer par le mien 😁) :
For those of you who could only read English but made it so far, thanks for trying! This blog post was in French, considering that the podcast I was interviewed for was in that language. I don’t believe there’ll be a transcription + translation unless I get a good number of positive comments for it 😉
Stay tuned for more Podcasts on our own channel UPSTART
I discussed with Marian Danko, founder of weHustle and TECOM, about his projects. In his answers, it is clear that he pays strong attention to events to run a tech community. That is how he experiences the passion of that group and their mission. Therefore, it makes sense that Marian is a volunteer at Startup Grind and Angelhack. And that’s on top of setting up TECOM, a conference for entrepreneurs and community builders in Shanghai. Marian, believes in the power of offline gatherings.
Shanghai says – online first!
When I first arrived in Shanghai, I believed otherwise. WeChat is everywhere and is often the link between reality and people’s life. Communities wouldn’t survive offline because everybody’s attention was online.
In fact, somebody with good intentions could spin off a WeChat group instantly. And in a couple of hours, have two hundred participants sharing heated opinions on something hot and trendy. Spammers would most likely overtake the same group after a couple of days.
That’s how I came back to Marian’s opinion that communities need to crystallize their existence with in-person events.
In-person events aren’t dead
Startup Grind in Shanghai is thriving. They run sold-out events with inspiring speakers. This momentum creates a strong following with old and new faces. AngelHack is the platform for developers to hack on new technologies or APIs. While some hackathons run online, I have seen better results with offline experiences. It is about the people you connect, as much as the context in which you work.
I also have done my fair share of local events: Startup Weekend, DrinkEntrepreneurs HK, la French Tech HK, and Techstars. I have tested many different formats, setups, and audiences. There is a significant surge of engagement, support, and new initiatives after each gathering. My go-to reply addressing growth was: “host one event, get three more in the pipeline.” Great participants attract their peers and the passion rolls to a broader circle. Over time, running local events become the backbone of communities.