China’s GDP Contraction A Window To Its Post-Coronavirus Future

Media headlines out did each other in broadcasting China’s 6.8% contraction in GDP in the first quarter this year. It was indeed breaking news in that it was the first ever contraction since China started reporting quarterly GDP data in 1992. However, beyond the headlines, there is surprisingly little that is newsworthy. It is not telling us anything we didn’t know already.

A deep contraction was widely expected because of the massive quarantine and lockdown implemented to contain the COVID-19 outbreak, which practically shut down the economy. For example, Wuhan, the epicenter of the outbreak, ended its lockdown only on April 18 after 76 days. Not surprisingly markets largely shrugged off the news. The S&P 500 rose 1.6% on April 17, after Nasdaq flipped into positive territory for the year the day before. Wall Street was not alone, Asian and European stocks also finished the week higher.

The slew of Beijing’s counter-cyclical policies to help the economy recover from COVID-19 has also been well and fully anticipated. Export rebate rates were raised on over 1,000 products to help exporters facing slumping demands. New infrastructure projects, many are planned and budgeted but now moved forward, have started in 25 provinces which will help prop up demand for industrial production and employment.

The People’s Bank of China, the central bank, has been adding liquidity to the financial system by cutting interest rates and reserve requirement ratio, as well as directing more lending to small and medium size businesses through loan guarantees. According to its data, bank loans grew by 11.5% year-on-year in March, the fastest growth rate since August 2018.

This is an impressive feat. China’s central bank is succeeding in raising bank credit growth in the midst of a massive economic contraction, something that is extremely difficult to do. None of these will bring about a V-shaped rebound, but they will pave the way for a recovery that will gather strength through the course of the second half of the year even if the global economy is still in recession.

The real news in China’s GDP contraction, which had come and gone hardly being noticed, is a policy document released without fanfare on March 30 outlining a set of wide-ranging structural reforms to be implemented in the aftermath of COVID-19. Ostensibly these structural reforms are needed, above and beyond the cyclical measures described, to revitalize an economy ravaged by COVID-19.

Upon closer scrutiny, however, it becomes clear that these are some of the deepest structural reforms that had been proposed and debated for the last two decades, and were strenuously resisted and successfully blocked or deferred by local governments. It appears that Beijing is taking advantage of COVID-19 and the unprecedented GDP contraction to ram through tough reforms that would otherwise be harder to do. What are these reforms?

These are deep and sweeping structural reforms regarding land use, the labor market, interest and exchange rates and the financial markets. They are what really matters if the Chinese economy is to become more market driven and efficient. On land use, current restrictions on how rural land can be sold and used for commercial purposes will be lifted, and the system of rural land acquisition and sales will be made market driven. Behind these innocuous sounding policy-speak is the intention of slaying of one of communism’s sacred cows, the public ownership of land. Sweeping indeed.

The removal of the household registration system, the hukou, is the centerpiece for reforming the labor market. This will be implemented nation-wide with the exceptions of a few mega-cities like Beijing and Shanghai. For the tens of millions of migrant workers, they will be able to become fully-fledged urban residents in towns and cities where they are gainfully employed.

They will be able to live with their families and have full access to urban health care, education and social welfare services. Apart from lifting a highly discriminatory barrier that divides the Chinese population into two unequal tiers, at one stroke this reform will also increase urban consumption demand massively, especially in housing, while further enhancing the growth and dynamism of China’s burgeoning service sector.

The integration of benchmark lending and deposit rates with market rates will be the central plank of price reform in banking and finance, which will align them to become more market driven. The RMB exchange rate will be made more flexible. Civil servant salaries will be made comparable with the private sector. The institutional infrastructure for listing, trading and delisting in the stock markets will be streamlined with stronger regulatory oversight, and the development of the bond market will be fast-tracked to offer an expanded range of products in size and varieties. And, finally, the opening up of the financial sector to full foreign participation will be accelerated.

Successfully implementing anyone of these structural reforms would be an achievement. Getting all of them done would be a game changer. This is clearly what Beijing intends to do by seizing the opportunity created by COVID-19 and the unprecedented GDP contraction. For those who welcome engagement with China, be prepared for a more dynamic and innovative Chinese economy. For those who fear the rise of China, get ready to face a more determined China that marches to its own tune.

Finally, the GDP contraction may well be the catalyst that Beijing needs to dispense with the GDP growth target altogether. In the past decades, it has led provincial governments to boost production regardless of real demand in order to meet such targets, burdening China’s economic structure with wasteful over-capacity as a result. Allowing GDP growth to fluctuate with the rhythm of the business cycle would be an even greater achievement. That would be truly newsworthy.

I am the Chief Economics Commentator at Forbes Asia, and a Visiting Scholar at the Lee Kuan Yew School of Public Policy, National University of Singapore. I was the Global Chief Economist and Chair of the Academic Advisory Council at Mastercard from 2009 to 2018. I was the HSBC Visiting Professor of International Business at the University of British Columbia, Canada from 2010 to 2014; Adjunct Professor at the School of Management, Fudan University, Shanghai, China from 2006 to 2011, and Visiting Professor at the Graduate School of Business, University of Chicago, Singapore from 2003 to 2004. I am a Canadian who has spent 25 years working in Europe, sub-Sahara Africa, the Middle East and North Africa, and Asia-Pacific before returning to Canada in 2011. I studied at Trent University, and pursued post-graduate studies at the University of British Columbia and Simon Fraser University in Canada, where I received my Ph.D. I live on Salt Spring Island, off the west coast of Canada, with my wife and cat; where I garden enthusiastically.

Source: China’s GDP Contraction A Window To Its Post-Coronavirus Future

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China released it’s latest GDP data overnight into Friday, showing the first contraction of the economy since it began publishing the data in 1992. CNBC’s Eunice Yoon reports. China reported Friday that its first quarter GDP contracted by 6.8% in 2020 from a year ago as the world’s second largest economy took a huge hit from the coronavirus outbreak, data from the National Bureau of Statistics of China showed. The contraction in the first quarter is the first decline since at least 1992, when official quarterly GDP records started, according to Reuters. China’s government figures are frequently doubted by analysts. Analysts polled by Reuters had predicted China’s GDP would shrink by 6.5% in the January to March quarter, compared to a year ago. The forecasts from 57 analysts polled ranged from a 28.9% contraction to a 4% expansion. China’s economy grew 6% in the last quarter of 2019. Here are some of the key figures released Friday, on a year-over-year basis: Industrial production dropped 8.4% in the first quarter, and marked a 1.1% decline in March. Fixed-asset investment fell 16.1% in the first quarter. Retail sales fell 19% in the first quarter. Sales of consumer goods fell 15.8% in March, while online sales of physical goods rose 5.9%. For access to live and exclusive video from CNBC subscribe to CNBC PRO: https://cnb.cx/2JdMwO7 » Subscribe to CNBC TV: https://cnb.cx/SubscribeCNBCtelevision » Subscribe to CNBC: https://cnb.cx/SubscribeCNBC » Subscribe to CNBC Classic: https://cnb.cx/SubscribeCNBCclassic Turn to CNBC TV for the latest stock market news and analysis. From market futures to live price updates CNBC is the leader in business news worldwide. Connect with CNBC News Online Get the latest news: http://www.cnbc.com/ Follow CNBC on LinkedIn: https://cnb.cx/LinkedInCNBC Follow CNBC News on Facebook: https://cnb.cx/LikeCNBC Follow CNBC News on Twitter: https://cnb.cx/FollowCNBC Follow CNBC News on Instagram: https://cnb.cx/InstagramCNBC

China Stocks Face Increased Scrutiny After TAL Education And Luckin Coffee Reveal Inflated Sales

Staff wear protective masks at a Luckin Coffee shop

Chinese companies seeking financing in the U.S. are coming up against increased scrutiny after accounting scandals emerged from two high-profile firms, casting doubts over plans for new listings and other financing plans.

TAL Education, a New York-listed education firm run by Chinese billionaire Zhang Bangxin, revealed on Tuesday that an employee is suspected of conspiring with outside vendors to inflate sales. The news sent shares of TAL down almost 9% as of Thursday, wiping out $878 million from Zhang’s fortune.

TAL said the employee in question was taken into police custody, and the affected business unit, called Light Class, accounted for 3% to 4% of its annual revenue.

The announcement came less than a week after Luckin Coffee, a Xiamen-based chain that once positioned itself as a challenger to Starbucks, admitted that more than $300 million of last year’s sales had been fabricated. Analysts say the scandals will undermine investors’ confidence in Chinese firms, adding to the challenges of raising capital in an already difficult market.

“There is no denying that investors are now doubting Chinese companies, especially those touting high growth and new business models,” says Zhu Ning, deputy dean at Shanghai Advanced Institute of Finance at Shanghai Jiao Tong University.

Data provider Dealogic says there are currently 15 Chinese companies planning to each raise between $10 million to $125 million in the U.S.

Zhu says it’s likely that regulatory scrutiny will step up, and the new listings might not reach their desired valuations or attract much interest from institutional investors. He says the risk extends to all forms of financing including issuing debt, meaning companies will need to offer higher returns to appeal to potential lenders.

Luckin’s market cap, which had been as high as $10 billion in early March, had fallen to $1.1 billion before the company’s shares were suspended from trading on April 6. The Nasdaq is seeking additional information from Luckin.

Brock Silvers, managing director of Hong Kong-based Adamas Asset Management, points to wider accounting problems in China, where the COVID-19 pandemic has taken such a heavy toll on so much of the economy.

“It is extremely unlikely that Luckin and TAL are the only two fish in the sea,” he wrote in an emailed note. “The underlying problem is that in recent years China investment has outstripped China profitability. That creates massive pressure, both corporate and personal, to produce unachievable results.”

Another Chinese company was defending itself against similar allegations of false accounting on Wednesday. Shares of Nasdaq-listed video streaming site iQiyi initially dropped 4.6% but recovered loss the following day after it was accused by Wolfpack Research of inflating 2019 results and user numbers. iQiyi denied the allegations, saying the report contains “numerous errors, unsubstantiated statements and misleading conclusions and interpretations.”

Still, lawmakers in the U.S. are likely to seize on recent accounting scandals, and there will be renewed pressure for tighter oversight of China-based auditing firms, says Drew Bernstein, co-chairman of New York-based accounting firm MarcumBP. Citing national security reasons, Beijing has long resisted inspections of the China-based offices of the Big Four accounting firms by the Public Company Accounting Oversight Board (PCAOB), which oversees accounting professionals who provide audit reports of U.S.-traded public companies.

To push for compliance, lawmakers from both parties introduced last June a bill to force U.S.-listed Chinese companies to submit audit reports to U.S. regulators, or face delisting. In response to the Luckin scandal, China’s securities regulator, the China Securities Regulatory Commission, says it condemns this behavior and would crack down on securities fraud in line with international laws.

“While delisting of Chinese stocks remains as a “nuclear option,” I see that as a low probability,” Bernstein says. “If we see cross-border cooperation emerge among regulators, that would be a very positive outcome from this.”

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I am a Beijing-based writer covering China’s technology sector. I contribute to Forbes, and previously I freelanced for SCMP and Nikkei. Prior to Beijing, I spent six months as an intern at TIME magazine’s Hong Kong office. I am a graduate of the Medill School of Journalism, Northwestern University. Email: ywywyuewang@gmail.com Twitter: @yueyueyuewang

Source: China Stocks Face Increased Scrutiny After TAL Education And Luckin Coffee Reveal Inflated Sales

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China’s Richest 2019: King Of Beverages Zong Qinghou Aims To Revitalize Wahaha

When Zong Qinghou travels abroad, he likes to visit local supermarkets. The 74-year-old founder of China’s largest privately held beverage company Hangzhou Wahaha Group isn’t shopping for himself, but doing a little firsthand market research. For example, when Zong visited Singapore in October, he bought boxes of fruit-flavored beer. Staff back in China then study these samples to see if they could be imported into China, or adapted to local tastes.

“Every new product can be used as a reference,” says Zong in an exclusive interview with Forbes Asia on the sidelines of the Forbes Global CEO conference last month in Singapore. Zong, who is chairman of Wahaha, is now under pressure to come up with fresh product ideas to rekindle consumer interest in his company, that he’s spent more than three decades running.

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The tycoon, who was China’s richest man in 2010, 2012 and 2013, saw Wahaha’s sales slide from 78 billion yuan ($11 billion) in 2013 to 46 billion yuan in 2017 before rebounding slightly to 47 billion yuan last year. His ownership of the company still gives him a fortune of $8.2 billion, but he is no longer No. 1, ranking instead as China’s 31st richest person.

One of the main reasons for the decline, say analysts, is that Wahaha hasn’t kept pace with changing consumer tastes in China. Unlike their parents’ generation who grew up drinking Wahaha’s cheap but tasty products such as bottled water and milk drinks costing less than 2 yuan, shoppers today want to spend more for something innovative and new. “Wahaha is still very price-focused, and hasn’t captured the trading-up trend as well as it could have,” says Mark Tanner, founder of Shanghai-based consultancy China Skinny.

A Chinese worker checks bottles of Wahaha purified water on the assembly line at a factory in... [+] Yichang city, central China's Hubei province.

Aly Song/Reuters/Newscom

Zong is unfazed. He vows to lift sales by at least 50% next year, to 70 billion yuan. While he concedes that Wahaha’s products was once perceived as cheap and old-fashioned, he says he’s working to modernize his products. The company, whose name is meant to mimic the sound of a child’s laugh, has recently started a major upgrade. Packaging has gotten a makeover to use brighter and more stylish colors, while ingredients like nuts and quinoa have been added to new yogurt lines to appeal to healthier lifestyles. Wahaha has also expanded into nutritional tablets and meal replacement biscuits, which Zong says are in line with dieting trends. He also plans to increase the current number of 6,000 distributors to 10,000 by year end, to ensure better distribution to every corner of China.

Yet perhaps the most notable change is Zong’s willingness to experiment with social media and e-commerce. In 2014, he famously pronounced at a conference that e-commerce was disrupting China’s “real economy.” The company as a result did not have much of an online presence, even as e-commerce exploded across China. “I don’t think traditional sales channels will change much,” Zong says. “People need to enjoy life, and to enjoy life, they need to go outside instead of staying at home hooked on their smartphones.”

Zong, in fact, still expects most sales to take place in traditional brick-and-mortar stores. That said, Wahaha has started to experiment with digital marketing for its products. A series of videos on the popular app TikTok app shows users posting 15-second clips of themselves pronouncing Wahaha in various humorous ways. The clips have been viewed almost one million times.

Some analysts hope Wahaha can do more of such efforts. Jason Yu, a Shanghai-based general manager at research firm Kantar Worldpanel says, “It is very hard to get consumer attention today, and if you want to do that, you have to engage and interact with them nonstop.”

For example, Wahaha’s competitor in bottled water, Nongfu Spring, has gained market share in part because of innovative advertising. One was a campaign where each bottle of Nongfu Spring water gave the buyer the right to cast one vote online for their favorite candidate in a popular TV talent competition show. Nongfu Spring was number one in China’s bottled water market in 2018, with an 11% share versus Wahaha’s 4% share, according to Euromonitor.

Zong’s ambitions, however, reach beyond China. He wants to start producing and selling Wahaha-branded yogurt and milk beverages overseas, after noticing that some Wahaha products are being exported by third-party traders. In the last few years, Zong has visited Southeast Asia, and identified Indonesia and Vietnam as two locations for factories to produce for local markets. Zong says, however, he wants to find the right local partner first before he moves forward with any overseas expansion.

China, he says, will always be Wahaha’s biggest market. Consumption will continue to grow, he says, as the middle class expands and spends on everything from education to travel. “If we can firmly establish ourselves in this market of 1.4 billion people, we can grow very big,” he says.

Don’t discount Zong. He has overcome many challenges in his long career. The entrepreneur didn’t venture into business until 1987, when he was already in his 40s. He started by selling snacks out of a canteen inside a local school in his native Hangzhou, then start producing and distributing milk. In 1988, Zong launched a nutritional drink for children, which became a national hit. Three years later, he acquired a state-owned factory, with sales reaching 400 million yuan the following year.

One of his biggest challenges was a tumultuous partnership started in 1996 with France’s food and beverage giant Danone. After initial success, the two had a falling out, and Zong eventually agreed in 2009 to buy out Danone’s 51% stake in their various ventures for an undisclosed price, although one media outlet put it at roughly $380 million. “Only cooperation based on mutual benefits and mutual respect can last,” he says of the former partnership.

Then in September 2013, he faced another challenge when he was attacked by a knife-wielding man, disgruntled after Zong turned him down for a job. The attacker managed to cut the tendons and muscle on two of Zong’s fingers, but he was back at work just a few days later.

Another big challenge is succession. Zong’s management style is famously budget-conscious and detail-oriented. He often eats at the company canteen with staff, and is known to fly economy class. He personally approves the purchase of all new company cars.

Naturally, Zong has long been looking at his only child, daughter Kelly Zong, to replace him. She’s had plenty of experience, working at Wahaha since 2004. Now 37, the younger Zong has also tried her hand at entrepreneurship, launching a juice brand, KellyOne, three years ago. In 2017, she attempted to acquire the Hong Kong-listed candy firm China Candy, but was unable to acquire 50% of the company’s voting rights. Kelly said in a social media post at the time that the unsuccessful bid had been a “positive and constructive exploration.”

Kelly Zong Fuli, daughter of Wahaha Groups Chairman Zong Qinghou.

Imagine China/Newscom

Zong says he will hand over the reins to Kelly if she wants them. If not, he will groom professional management. “A lot of young people have studied abroad and have a broader vision, and they may not want to manage their parent’s business,” he says. “My daughter is overseeing some factories. Does she want to take on more? That I don’t know.” His move to do digital marketing, led by younger talent, was seen as a positive step towards a new generation having a greater role in the company.

Zong says there is still time to find good professional managers if Kelly wants to follow her own path. He says Wahaha is considering several for future leadership, without going into detail. He is also not ruling out an IPO, a move that would be a major move for the company down the path of diversifying management.

Whatever path he takes, Zong is clearly thinking about laying the foundations of sustainable success for Wahaha.

This story is part of Forbes’ coverage of China’s Richest 2019. See the full list here

I am a Beijing-based writer covering China’s technology sector. I contribute to Forbes, and previously I freelanced for SCMP and Nikkei. Prior to Beijing, I spent six months as an intern at TIME magazine’s Hong Kong office. I am a graduate of the Medill School of Journalism, Northwestern University. Email: ywywyuewang@gmail.com Twitter: @yueyueyuewang

Source: China’s Richest 2019: King Of Beverages Zong Qinghou Aims To Revitalize Wahaha

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Zong Qinghou is the founder and chairman of Hangzhou Wahaha Group which is the leading beverage company in China. Zong was listed as China’s richest man in 2012. As an NPC deputy, Zong has submitted one motion and 12 suggestions this year. He said deputies have the responsibility to represent the ordinary people. CCTVNEWS reporter Su Yuting spoke with Zong to hear his opinion on China’s economic development. Subscribe us on Youtube: https://www.youtube.com/user/CCTVNEWS… Download for IOS: https://itunes.apple.com/us/app/cctvn… Download for Android: https://play.google.com/store/apps/de… Follow us on: Facebook: https://www.facebook.com/cctvnewschina Twitter: https://twitter.com/CCTVNEWS Google+: https://plus.google.com/+CCTVNEWSbeijing Tumblr: http://cctvnews.tumblr.com/ Weibo: http://weibo.com/cctvnewsbeijing

Food-Delivery Tycoon Adds $2.4 Billion To Fortune By Beating Out Alibaba

In the battle for China’s massive food-delivery market, Alibaba is in the unfamiliar position of falling behind its rival. The behemoth that’s feeding more of the country’s hundreds of millions of hungry customers is Meituan Dianping.

Led by billionaire founder Wang Xing, Beijing-based Meituan recently solidified its share of the country’s $84 billion food delivery market at a record 65%, well ahead of Alibaba’s Ele.me at 27.4%, according to consultancy and data provider Trustdata. The company’s Hong Kong-listed shares have soared 80% this year after it reported a surprise profit in the second quarter.

The stock defied the broader market decline in the city’s benchmark Hang Seng Index, which tumbled 9% since July amid ongoing anti-government protests in the city over the now suspended extradition bill. Wang, who derives the bulk of his fortune from his stake in Meituan, saw his net worth increase from $3.8 billion in the beginning of 2019 to $6.2 billion.

“A lot of people are now positive on Meituan, because they have proven that there is money to be made in the food delivery business,” says Wang Xiaoyan, a Shanghai-based analyst at 86 Research. “There will be fluctuations in its profitability margin, but it won’t bleed as much money as before.”

The company’s results were attributed to its ability to provide better services and the effectiveness of its subsidy strategy. It’s been more aggressive than Alibaba in inking exclusive delivery partnerships with restaurants, while boosting delivery time and reducing costs by matching order data and grouping more deliveries in one trip.

This has allowed users to stick to Meituan’s platform, even though Alibaba has tried to convince them to switch by doling out hundreds of millions of dollars in coupons and meal subsidies. David Dai, a Hong Kong-based analyst at Bernstein Research, says Meituan’s user loyalty is much stronger than Alibaba had initially expected.

“People may say that they are price sensitive, but not everyone would open two apps and compare prices before ordering a meal,” he says. “Meituan has more restaurants, more users and higher delivery efficiency, and this has formed a positive cycle.”

Now, in the face of reduced competition, Meituan is seeking to generate revenue from advertising on its platform, which boasts of 422.6 million annual active users. Restaurants can now pay to place banner ads, or have their offers displayed higher up in users’ search results.

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Although Meituan’s market leadership will be hard to displace, Alibaba has already signaled that it won’t give up easily. Analysts say the e-commerce giant views food delivery as essential to its wider strategy, because it’s a high-frequency service that can be embedded in the Alibaba ecosystem to promote complimentary services like online payments. To chip away its rival’s dominance, Alibaba has been focusing on lower-tier cities, which are Meituan’s traditional strongholds.

“If Ele.me is determined to launch another price war, then Meituan has no choice but to follow up,” says Steven Zhu, a Shanghai-based analyst at research firm Pacific Epoch.

And this may well be the case towards year end, when the e-commerce giant launches its Singles Day shopping bonanza and uses discounts to attract shoppers. What’s more, Meituan may also have to pay more to couriers at that time, because cold weather in the winter season usually leads to increased delivery fees. Still, analysts say it has enough room for growth, which could lead to sustained margin improvements.

“Profitability improvement will come more from revenue growth instead of cost reductions,” says Bernstein Research’s Dai. “They can boost their take rate and improve advertising, and the space for revenue growth is still pretty big.”

I am a Beijing-based writer covering China’s technology sector. I contribute to Forbes, and previously I freelanced for SCMP and Nikkei. Prior to Beijing, I spent six months as an intern at TIME magazine’s Hong Kong office. I am a graduate of the Medill School of Journalism, Northwestern University. Email: ywywyuewang@gmail.com Twitter: @yueyueyuewang

Source: Food-Delivery Tycoon Adds $2.4 Billion To Fortune By Beating Out Alibaba

My life changed when I discovered food delivery in China – mainly, I got a bit lazier, but it’s just so easier and there’s a ton of tasty western and Chinese food available. Some of the food isn’t even possible to get unless you order it through one of China’s food delivery apps. Right now, there are 2 that are very popular: ele.me and Mei Tuan Wai Mai. I prefer Meituan Waimai, and I breakdown how to use it in this video. I’ll show you how to setup a profile, how to order food, and I’ll even attempt to follow the delivery driver from the restaurant to my home. This is the video you need to watch if you want to learn how to get food delivered in China. Mei Tuan Wai Mai can be downloaded here: http://waimai.meituan.com/mobile/down… Once installed, follow the instructions in the video to setup a profile that includes your address for quick delivery. Tune in Tuesdays and Thursdays at around 3PM EST for new videos, including my series Chengdu: City of Gastronomy (https://goo.gl/kSSxw2), where I randomly pick a card that has a Sichuan dish on it and I hit the city to find it and try it. There’s so much good food in Chengdu, Asia’s first ever city to be named a UNESCO City of Gastronomy. —/// ABOUT ME \\\— I live in China and am constantly exploring and traveling the country and other parts of Asia. Subscribe to my channel to watch more adventures… and to learn a bit about food, cultures, and more. If you’re looking for more videos about living in China: https://goo.gl/e2kSVz —————————————————————————————– \\ Subscribe: http://bit.ly/2e8BCZv \\ Website: http://itchyfeetonthecheap.com/ \\ Email: itchyfeetonthecheap@gmail.com \\ Instagram: http://instagram.com/itchyfeetonthecheap \\ Facebook: https://www.facebook.com/itchyfeetont… \\ Twitter: https://twitter.com/itchyfeetcheap —————————————————————————————– 🎵 MUSIC 🎶 Music by Andrew Rothschild Youtube: https://www.youtube.com/channel/UCgkz… Bandcamp: https://andrewrothschild.bandcamp.com/ Itunes: https://itunes.apple.com/us/artist/an… Instagram: https://www.instagram.com/arothsmusic/
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