Lincoln Kong: So, my question is about the gaming business. Given that Mr. Chen, you have personally taken control of the gaming business, what’s our sort of strategy and targets and change posture taking over? And after the reduction of the mostly gaming, how is the company are looking for our overall gaming business growth outlook, especially of our sales buildup games as well as the overseas gaming strategy and progress? Thank you.
Rui Chen: I raised the strategy of putting video and game as Bilibili’s is core business back in 2019. As a matter of fact, Bilibili is starting to explore game business from very early days. Actually, Bilibili is the platform that has the most condensed and concentrated gamer in China. At the same time, we have lots of content offerings in terms of live broadcasting and video on our platform. At the same time, the areas that we invested in regional animation and comics, has great synergies with our game business. So, naturally, it’s just a natural extension and natural course for Bilibili to put in at our core. In the past 2 years, the game business didn’t perform as well as we planned, which I believe is mainly due to the slower-than-expected self-developed game progress.
The reason is that we were exploring in multiple directions by multiple teams at once, but end up spreading too thin and only just to double on many, but didn’t bear fruit. As I personally take on the game business, it doesn’t mean we are making any change to our original strategy. As a matter of fact, we will carry out more diligently to that strategy, which is develop high-quality game in-house and distribute globally and putting gaming business at our core. I intend to focus on only one or two directions focusing our best resource and our energy on doing the least, but the best towards the highest industry standards. At the same time, I will strengthen the life cycle management of our self development project to increase the investment in projects that meet patients and quickly iterate out projects that do not meet the expectations.
Moving forward, my requirement for the gaming business will be to be very, very down to earth and do our best to produce the best product and try our best to increase €“ to enhance the business. Because we have the perfect environment in game content, I am still very confident whether it’s self-developed games or licensing games, we can deliver sustainable growth in the sector.
Juliet Yang: Operator, next question please. Thank you.
Operator: Thank you. We will now take our next question. Please standby. This is from the line of Yiwen Zhang from China Renaissance. Please go ahead.
Yiwen Zhang: So, my question is regarding live broadcasting. So, the integration between the live broadcasting and the media streaming has been on for a while. Can you share more color on the strategy and discuss our expectation on live streaming business? Thank you.
Rui Chen: We think the live broadcasting business has meet our expectations this year. The first three quarters this year are live broadcasting revenue grew by 30% year-on-year. And our growth live broadcasting’s gross margin also starting to recover this year. As I mentioned in the past, we have always believed live broadcasting as a capability for the platform. It’s a natural extension of the video format of content. And our strategy has always been combined the live broadcasting ecosystem with our video ecosystem to generate fast synergies among this two. From the supply content side, we have continuously explore within our ecosystem to convert our content creators to host and convert first to content creators. In Q3, content creator/host, the number of those content creators/host has increased 73% year-over-year, which is a quite impressive growth.
