An edited version of this story first appeared in DNA Money edition on Tuesday, May 28, 2013.
Coinciding with its platinum jubilee celebrations, Bajaj Electricals will more than double its overall advertising spend for the current fiscal i.e FY14. The company has earmarked Rs 75 crore towards advertising as compared to Rs 38 crore it spent in FY12. The company is also looking to increase its sales turnover by 25% to over Rs 4,200 from Rs 3,416 it registered in fiscal 2012-13.
Anant Bajaj, joint managing director, Bajaj Electricals Ltd, said the company has a very elaborate spent planned considering it is their 75th year in business. "We clearly have on our mind to spend a significant money on advertising this year. In fact, you should soon start seeing significant visibility being created in the market place for our brand and products alike," said Bajaj.
Over the years, the management has been aggressively working on its distribution, product range and the consumer's requirement (in terms of a product) and it feels that advertising will only help it become better. "We have achieved very good traction in the market despite not spending too much in the past mainly because we have been smart in our spending. While continuing with that strategy, we will work smartly towards being more visible vis-a-vis competition," added Bajaj.
In another development, the company is also planning at taking its exclusive Bajaj World stores international. "A store has already been opened in Nepal, and talks are currently on for opening in Ghana, Nigeria, Sri Lanka and South Africa," said Bajaj adding that all these stores will added through exclusive franchise agreements.
As on May 1, 2013, the company had 42 Bajaj World stores operational in India and the management is looking at opening another 13-odd outlets in the next 45 days. A total of 75 stores are likely to get operational by the end of this fiscal.
The company is also in the advanced stages of setting up a new research and development (R&D) centre in Mumbai. It has a capex planned of Rs 45 crore, though not all of it has been invested in the centre as yet.
And with e-commerce starting to gain traction in the country, Bajaj Electricals has launched its e-retailing market place as well. The e-commerce portable has been up and running for the last five to six months. Bajaj said that the company is quite pleased with this initiative which has been giving them Rs 6 lakh to Rs 10 lakh worth business every month.
"We are currently selling most of the products available in the market but will gradually launch products that will be sold only through the e-commerce portal thereby creating a differentiation in the market place," he said.
The company also reported fourth quarter results for the fiscal 2013 wherein its net profit plunged 99% year-on-year to Rs 0.62 crore mainly due to restructuring of its engineering and projects (E&P) business. E&P sales declined 22% to Rs 285 crore in Jan-March and losses stood at Rs 51 crore as compared to a profit of Rs 21 crore in the fourth quarter a year ago.
Its net sales for the three-month period gained just 5% from a year ago to Rs 1,114 crore. Sales from consumer durables rose 22% to Rs 544 crore while lighting sales were up 15% to Rs 285 crore.
Friday 31 May 2013
Sunday 26 May 2013
Wockhardt says speeding up process to be up to speed
This story first appeared in DNA Money edition on Saturday, May 25, 2013.
Drugmaker Wockhardt has stepped up efforts to mitigate the impact of an ‘import alert’ by the US Food and Drug Administration (FDA) for its units at Waluj in Aurangabad. The company will hire a US consultant and submit a corrective action plan within a fortnight.
”The consultant will be helping us in bringing this facility in compliance in a month or two maximum,” said Habil Khorakiwala, chairman, Wockhardt, during an analyst call on Friday.
Wockhardt has two facilities at Waluj, — one manufacturing injectables for the US and another that is not for US exports but has a product filed in that area.
”The FDA has observed non-compliance in terms of standard operating procedure and several other areas. This we are in the process of correcting. We will have clear replies to FDA within 15 days of the corrective measures and timelines we propose in terms of correction,” said Khorakiwala.
As a result of the import alert, Khorakiwala expects Wockhardt’s revenues to be impacted by Rs 550 crore, while margins are likely to be down 2%.
Anshuman Gupta & Prashant Nair, analysts with Citigroup, on Friday said they see revenues hit on two counts viz. discontinuation of approved products like Geodon, Comtan, Stalevo, Zithromax etc and delay in new approvals from the unit.
”While we don’t know how many abbreviated new drug applications (Andas) were filed from Waluj, we believe the list includes a few key products such as Reclast, Zometa, Adenoscan, Tricor, Arthrotec over this and next fiscal. We cut our topline estimates for the 2 years by $140m/$180m and await more clarity on potential mitigating measures (site transfers for instance) Wockhardt can explore,” Gupta and Nair said in a note.
Khorakiwala said Wochardt has over 47 Andas pending of which 50% has been filed from the facility that has received an import alert.
Drugmaker Wockhardt has stepped up efforts to mitigate the impact of an ‘import alert’ by the US Food and Drug Administration (FDA) for its units at Waluj in Aurangabad. The company will hire a US consultant and submit a corrective action plan within a fortnight.
”The consultant will be helping us in bringing this facility in compliance in a month or two maximum,” said Habil Khorakiwala, chairman, Wockhardt, during an analyst call on Friday.
Wockhardt has two facilities at Waluj, — one manufacturing injectables for the US and another that is not for US exports but has a product filed in that area.
”The FDA has observed non-compliance in terms of standard operating procedure and several other areas. This we are in the process of correcting. We will have clear replies to FDA within 15 days of the corrective measures and timelines we propose in terms of correction,” said Khorakiwala.
As a result of the import alert, Khorakiwala expects Wockhardt’s revenues to be impacted by Rs 550 crore, while margins are likely to be down 2%.
Anshuman Gupta & Prashant Nair, analysts with Citigroup, on Friday said they see revenues hit on two counts viz. discontinuation of approved products like Geodon, Comtan, Stalevo, Zithromax etc and delay in new approvals from the unit.
”While we don’t know how many abbreviated new drug applications (Andas) were filed from Waluj, we believe the list includes a few key products such as Reclast, Zometa, Adenoscan, Tricor, Arthrotec over this and next fiscal. We cut our topline estimates for the 2 years by $140m/$180m and await more clarity on potential mitigating measures (site transfers for instance) Wockhardt can explore,” Gupta and Nair said in a note.
Khorakiwala said Wochardt has over 47 Andas pending of which 50% has been filed from the facility that has received an import alert.
Chaitanya Joshi takes JWT Portfolio Night All-Star crown
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| Chaitanya Joshi |
Chaitanya Joshi, currently with Draft FCB Ulka, came out on top when he was adjudged the ‘All Star’ winner on Friday at JWT’s Portfolio Night 11 held in Mumbai. A gold medalist from Mudra Institute of Communications, Ahmedabad (MICA), Joshi was picked from a total of 90 contestants for the coveted title. He is now headed for New York where he will compete at the Portfolio Night All-Stars Creative Challenge in August.
Colvyn Harris, CEO, JWT South Asia, terms a Portfolio Night ‘All-Star’ as the one who is rated as the most talented young creative and notches up the highest score of the evening. “This is the first time ever in the 11-year history of Portfolio Night that this has been instituted,” said Harris.
“It was wonderful to see 90 bright, young minds unleashing their creativity with the legends of Indian advertising. We hosted the event with a view to giving back to the industry and recognising and guiding aspiring young creatives to carve a career for themselves,” he said, adding the entire JWT team worked overtime to create and put together this event.
Tista Sen, national creative director (NCD) and senior vice-president, JWT India, who was part of an impressive array of 28 reviewers, talked about two types of portfolios that hogged the limelight. “One category included kids in college who were sharing their college projects and there were others who had put together different ideas to showcase their writing skills, mock up advertisements, art direction and illustrations skills. I met and reviewed some very interesting portfolios. Despite just starting out in life, the kids were very clear on what they wanted to be and do, which I think is fantastic,” Sen gushed.
Portfolio Night is an event that provides a platform to aspiring ad copywriters, art directors and designers to pitch their cases with renowned advertising creative directors. Ford Motor Company has partnered with Portfolio Night for the All Stars Creative Challenge and together with Ford’s agency Team Detroit, the Portfolio Night All-Stars will tackle a Ford creative brief.
Singh family rebuts Daiichi charges
This story first appeared in DNA Money edition on Friday, May 24, 2013.
The Singh family on Thursday said Daiichi Sankyo’s allegation of concealment and misrepresentation regarding drug research at Ranbaxy Laboratories is false and baseless.
On Wednesday, Daiichi Sankyo said it is weighing legal options to sue the former promoter-shareholders of the New Delhi-based generics drugmaker.
The Singh brothers — Shivinder & Malvinder — had sold Ranbaxy to Daiichi in 2008 for $4.6 billion. Daiichi bought a 51% stake — including 34.8% that the Singhs held — in June 2008.
The Singh family claimed that Daiichi Sankyo purchased their interests in Ranbaxy in 2008 after a long negotiation process, as is typical of deals of this magnitude, and after conducting full due-diligence.
“At every step of the way during the negotiation process, Daiichi Sankyo and its representatives were made aware of the on-going FDA and Department of Justice
investigations. They were also given full access to the documents at Ranbaxy pertaining to the FDA and DoJ investigations,” the Singh family said in a statement.
They added that Daiichi Sankyo went into the deal after satisfying itself with its due diligence and with the benefit of legal advice.
“The belated suggestion, made years after the fact, that information was concealed from and/or misrepresented to Daichii Sankyo is false and designed to divert attention away from Daiichi Sankyo’s own failures,” they said in the statement.
The Singh family on Thursday said Daiichi Sankyo’s allegation of concealment and misrepresentation regarding drug research at Ranbaxy Laboratories is false and baseless.
On Wednesday, Daiichi Sankyo said it is weighing legal options to sue the former promoter-shareholders of the New Delhi-based generics drugmaker.
The Singh brothers — Shivinder & Malvinder — had sold Ranbaxy to Daiichi in 2008 for $4.6 billion. Daiichi bought a 51% stake — including 34.8% that the Singhs held — in June 2008.
The Singh family claimed that Daiichi Sankyo purchased their interests in Ranbaxy in 2008 after a long negotiation process, as is typical of deals of this magnitude, and after conducting full due-diligence.
“At every step of the way during the negotiation process, Daiichi Sankyo and its representatives were made aware of the on-going FDA and Department of Justice
investigations. They were also given full access to the documents at Ranbaxy pertaining to the FDA and DoJ investigations,” the Singh family said in a statement.
They added that Daiichi Sankyo went into the deal after satisfying itself with its due diligence and with the benefit of legal advice.
“The belated suggestion, made years after the fact, that information was concealed from and/or misrepresented to Daichii Sankyo is false and designed to divert attention away from Daiichi Sankyo’s own failures,” they said in the statement.
FDA import alert a Rs 550 crore hit for Wockhardt
This story first appeared in DNA Money edition on Friday, May 24, 2013.
An ‘import alert’ by the US Food and Drug Administration (FDA) on one of its plants is likely to cause a sales loss of $100 million or over Rs 550 crore, Wockhardt said.
The FDA has expressed concern on the drugmaker’s export-oriented facility in Aurangabad.
The Wockhardt management, however, said it should be able to restore most of that ($100 million impact on revenues) within six to nine months by shifting production elsewhere. “That is a worst-case scenario,” said Habil Khorakiwala, chairman.
Shares of Wockhardt fell 20% on Thursday to their lowest level in more than seven months, post the import alert published by USFDA for the Aurangabad unit.
Interestingly, the company’s shares had corrected sharply by over 20% earlier in April when FDA had sought clarifications on the company’s injectables facility in Aurangabad as it was not satisfied with the processes/systems there.
Calling it a routine matter, the company spokesperson has then said that there was nothing more to disclose.
Analysts familiar with the development had said that the company was issued FDA 483 letter for the Aurangabad unit which would be followed by a warning letter, if FDA is not satisfied with the response.
“However, it’s not something to be worried about as the said unit doesn’t contribute more than 3-4% of Wockhardt’s US revenues,” Bhavika Thakker, research analyst, IIFL had said.
Typically, in an FDA 483 letter scenario, once observations are given by the USFDA, the company is given one month time to rectify and submit their response.
Analysts had also said, in case the facility receives a warning letter, it would only affect new approvals in injectibles and not affect current revenue stream materially. The Aurangabad unit currently does not materially contribute to the company’s revenues as it does not include Toprol XL, Flonase or any high value product.
An ‘import alert’ by the US Food and Drug Administration (FDA) on one of its plants is likely to cause a sales loss of $100 million or over Rs 550 crore, Wockhardt said.
The FDA has expressed concern on the drugmaker’s export-oriented facility in Aurangabad.
The Wockhardt management, however, said it should be able to restore most of that ($100 million impact on revenues) within six to nine months by shifting production elsewhere. “That is a worst-case scenario,” said Habil Khorakiwala, chairman.
Shares of Wockhardt fell 20% on Thursday to their lowest level in more than seven months, post the import alert published by USFDA for the Aurangabad unit.
Interestingly, the company’s shares had corrected sharply by over 20% earlier in April when FDA had sought clarifications on the company’s injectables facility in Aurangabad as it was not satisfied with the processes/systems there.
Calling it a routine matter, the company spokesperson has then said that there was nothing more to disclose.
Analysts familiar with the development had said that the company was issued FDA 483 letter for the Aurangabad unit which would be followed by a warning letter, if FDA is not satisfied with the response.
“However, it’s not something to be worried about as the said unit doesn’t contribute more than 3-4% of Wockhardt’s US revenues,” Bhavika Thakker, research analyst, IIFL had said.
Typically, in an FDA 483 letter scenario, once observations are given by the USFDA, the company is given one month time to rectify and submit their response.
Analysts had also said, in case the facility receives a warning letter, it would only affect new approvals in injectibles and not affect current revenue stream materially. The Aurangabad unit currently does not materially contribute to the company’s revenues as it does not include Toprol XL, Flonase or any high value product.
Dentsu acquires Capital 18's stake in Webchutney
An edited version of this story first appeared in DNA Money edition on Friday, May 24, 2013.
The Dentsu India Group has acquired 80% stake in Webchutney from Capital18 (venture capital arm of Network18) for an undisclosed sum. With around 200 employees, Webchutney is one of India’s leading digital agencies working in the areas of web design, social media, mobile and experiential digital advertising.
Rohit Ohri, executive chairman, Dentsu India Group, said, that partnership with Webchutney is another step in building the network of the future. "We’re now going to be able to put world class digital solutions in the centre of our offering to our clients," said Ohri.
Webchutney is Dentsu's first acquisition in the digital space. The integrated communication solutions provider had earlier acquired stake in Taproot India as well.
Though financial terms related to this deal were kept under wraps, Network18 informed that this divestment was in line with its strategy of monetising its investments and claimed the investment has generated a return of over 300% to the company.
Network18 held 70.06% stake in the company, through its investment arms Capital18 Limited Mauritius which held 49.42% stake and Capital18 Fincap Pvt Ltd which held 20.64% stake.
In the works for a while now, earlier media reports had pegged the deal size to be between Rs 40 crore and Rs 60 crore. For the fiscal 2012, Webchutney had registered a profit of Rs 6.35 crore on total revenue of Rs 21.55 crore.
Founded by Sidharth Rao and Sudesh Samaria in 1999, Webchutney will continue to operate independently under the management control of its current leadership.
The Dentsu India Group has acquired 80% stake in Webchutney from Capital18 (venture capital arm of Network18) for an undisclosed sum. With around 200 employees, Webchutney is one of India’s leading digital agencies working in the areas of web design, social media, mobile and experiential digital advertising.
Rohit Ohri, executive chairman, Dentsu India Group, said, that partnership with Webchutney is another step in building the network of the future. "We’re now going to be able to put world class digital solutions in the centre of our offering to our clients," said Ohri.
Webchutney is Dentsu's first acquisition in the digital space. The integrated communication solutions provider had earlier acquired stake in Taproot India as well.
Though financial terms related to this deal were kept under wraps, Network18 informed that this divestment was in line with its strategy of monetising its investments and claimed the investment has generated a return of over 300% to the company.
Network18 held 70.06% stake in the company, through its investment arms Capital18 Limited Mauritius which held 49.42% stake and Capital18 Fincap Pvt Ltd which held 20.64% stake.
In the works for a while now, earlier media reports had pegged the deal size to be between Rs 40 crore and Rs 60 crore. For the fiscal 2012, Webchutney had registered a profit of Rs 6.35 crore on total revenue of Rs 21.55 crore.
Founded by Sidharth Rao and Sudesh Samaria in 1999, Webchutney will continue to operate independently under the management control of its current leadership.
Optimism has now reached fast-moving consumer goods companies: Mark Patterson
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| Mark Patterson |
Mark Patterson plays key roles in GroupM, the world’s No.1 media investment management operation which serves as the parent company to WPP’s media agencies.As CEO for Asia Pacific and chairman of China operations, Patterson oversees GroupM’s business across a humongous region. He tells why India and China are now growth-drivers in the region. Excerpts from the interview:
Could you share your views on the advertising industry in the Asia-Pacific (APAC) region?
It’s really difficult to give an overall APAC situation. There is small single-digit growth in some markets, mega growth or high double-digit growth in a few other markets and everything else in between. That spectrum and diversity make it very difficult to identify what’s common between them because they are all so uncommon.
How do India and China compare with other regional markets?
India and China certainly fit in the scale of growth bucket. For our business and most other businesses, they are the engines or drivers of growth. It is like... the more we put in, the more we get from these markets. It’s a question of prioritising and there is no disrespect to other markets.
How does GroupM plan to grow in India?
We have been having a significant scale for some time. In India, we had to be braver, take more risks, be smarter about our growth strategy. When you have a certain scale, there is natural organic growth. We’ve reinvented ourselves several times over in the last few years. Being here for over a decade now, we have always had the ability to continue to challenge, develop and innovate, and to shape and lead the market. I think India is unique in that regard and we had to do a lot more differently here than in some other markets.
What were the focus areas of discussion during your India visit?
We spent time talking about MashUp (a joint venture with television production company Optimystix) which is a unique Indian proposition to deliver industrial-scale sustainable engagement online videos. Our mobile play with Madhouse, which is a Chinese company, is something that, in a way, brings China and India together, which is very unique.
Discussions largely focused on continuously diversifying and extending new services to other markets where they aren’t available.
Will you also be looking at some inorganic growth?
While we have been very acquisitive over the years, it doesn’t have to be that way always.
Our recent initiative MashUp is a great example of using partnerships as a strategy to deliver certain offerings in the market. In fact, we have another 4-5 such partnerships currently under discussion. We will work on delivering new services and continue to offer integrated broader solutions to clients.
You met top clients. What did they say?
Our discussion brought out one thing that’s common – cautious optimism. And that has now reached the fast-moving consumer goods (FMCG) companies. That’s sort of the key phrase across, something I would not really like to disagree with in most markets, to be honest.
I’ve spent a lot of time in China where the growth rate is still great, but it’s not what they were and there is still a degree of uncertainty. There is, sort of, this basic pessimism in Australia, while Japan seems to be gathering optimism.
Generally, people are getting to shorter-term outlook and clients are looking month to month, quarter to quarter, at best. Nobody is prepared to go beyond and make a prediction whether this is going to be a good year. The basic question is — how good will it be?
The risk with making a prediction is that you can always go wrong. But what I also found out is that the mood can change quite quickly; I could be in a particular market where four months hence things will have gone one way or the other for whatever reasons. It could be a 10-20% shift in sentiment rather than a 5%.
Any thoughts on agency-media relationships in the context of changing market dynamics in India?
The relationship we have with media partners is crucial on so many levels. The way we contract and work with media partners is changing as much as the way we contract and work with clients. If we have our people going on that side (media and clients), the circles all overlap and so can help down the line. One of the advantages of our network is the fact that we have scale, our people go out into other parts of business, but we always have that connection. In the end, it’s the relationship that works in this business.
Dish TV subscription revenues grow 15%
This story first appeared in DNA Money edition on Thursday, May 23, 2013.
Dish TV, India's top direct-to-home (DTH) company, has reported a 6.5% year-on-year rise in operating profit for the quarter ended March at Rs 120 crore and a 7.6% increase in standalone operating revenues at Rs 555.4 crore.
The company, a market leader with a 24% share, recorded 15.3% on-year growth in subscription revenues at Rs 500.1 crore.
Operating profit margin for the quarter stood at 21.6%. Reporting first full year of positive free cash flow this fiscal, Dish TV's net loss for the January-March quarter was down to Rs 43.6 crore against a loss of Rs 49.02 crore a year ago. The company said losses continued to be influenced by depreciation and write-off policy.
On future potential, Subhash Chandra, chairman, Dish TV India, said, “In the media sector, digitisation, though not fully up to speed, holds big potential for the industry. DTH platforms, in particular, look forward to a level-playing field, contributing to meaningfully higher ARPUs and stickier subscriber base over time. Dish TV’s industry leading initiative, to hike acquisition and pack price is likely to be a catalyst to achieve that.”
The company added 0.2 million net subscribers in the March quarter, touching a total of 10.7 million net subscribers. Its subscriber acquisition cost at Rs 1,996 was down compared with Rs 2,201 in preceding December quarter. Higher winbacks reduced average churn for the quarter to a low of 0.8% per month compared with 1% in the previous quarter.
Consolidated total income was up 10.66% to Rs 2,166.80 crore in fiscal 2013 from Rs 1,957.93 crore in the previous fiscal. Consolidated net loss halved to Rs 66 crore from Rs 133.14 crore in the previous fiscal.
Jawahar Goel, managing director, Dish TV, said, “Fiscal 2013 saw most players in the Indian DTH industry evolve to the next level. Under Dish TV’s leadership, the industry pulled off a significant increase in the acquisition price over the last several months, thereby reducing the effective cash burn per subscriber. While the resultant decline in industry gross additions is marginal, it is expected to be well compensated by quality of subscribers. There was no respite though, from the multiple taxation which the DTH industry is reeling under. Uncertainty on the rollout of Goods & Services Tax (GST) continues to be an overhang on the earnings potential of the industry.”
The ARPU for the quarter at Rs 157 was down compared with Rs 160 in the immediately preceding quarter. “However, on a like-to-like basis, ARPU for the quarter would have been Rs 160, considering that revenue is recognised over a 90-day period in the fourth quarter compared with 92 days in the third quarter. On the expenses front, a 5.1% year-on-year increase in content cost for the fiscal remained well within the guided range of 10-12% hike,” said Goel.
Dish TV, India's top direct-to-home (DTH) company, has reported a 6.5% year-on-year rise in operating profit for the quarter ended March at Rs 120 crore and a 7.6% increase in standalone operating revenues at Rs 555.4 crore.
The company, a market leader with a 24% share, recorded 15.3% on-year growth in subscription revenues at Rs 500.1 crore.
Operating profit margin for the quarter stood at 21.6%. Reporting first full year of positive free cash flow this fiscal, Dish TV's net loss for the January-March quarter was down to Rs 43.6 crore against a loss of Rs 49.02 crore a year ago. The company said losses continued to be influenced by depreciation and write-off policy.
On future potential, Subhash Chandra, chairman, Dish TV India, said, “In the media sector, digitisation, though not fully up to speed, holds big potential for the industry. DTH platforms, in particular, look forward to a level-playing field, contributing to meaningfully higher ARPUs and stickier subscriber base over time. Dish TV’s industry leading initiative, to hike acquisition and pack price is likely to be a catalyst to achieve that.”
The company added 0.2 million net subscribers in the March quarter, touching a total of 10.7 million net subscribers. Its subscriber acquisition cost at Rs 1,996 was down compared with Rs 2,201 in preceding December quarter. Higher winbacks reduced average churn for the quarter to a low of 0.8% per month compared with 1% in the previous quarter.
Consolidated total income was up 10.66% to Rs 2,166.80 crore in fiscal 2013 from Rs 1,957.93 crore in the previous fiscal. Consolidated net loss halved to Rs 66 crore from Rs 133.14 crore in the previous fiscal.
Jawahar Goel, managing director, Dish TV, said, “Fiscal 2013 saw most players in the Indian DTH industry evolve to the next level. Under Dish TV’s leadership, the industry pulled off a significant increase in the acquisition price over the last several months, thereby reducing the effective cash burn per subscriber. While the resultant decline in industry gross additions is marginal, it is expected to be well compensated by quality of subscribers. There was no respite though, from the multiple taxation which the DTH industry is reeling under. Uncertainty on the rollout of Goods & Services Tax (GST) continues to be an overhang on the earnings potential of the industry.”
The ARPU for the quarter at Rs 157 was down compared with Rs 160 in the immediately preceding quarter. “However, on a like-to-like basis, ARPU for the quarter would have been Rs 160, considering that revenue is recognised over a 90-day period in the fourth quarter compared with 92 days in the third quarter. On the expenses front, a 5.1% year-on-year increase in content cost for the fiscal remained well within the guided range of 10-12% hike,” said Goel.
Daiichi weighs options to sue Ranbaxy Labs promoters
This story first appeared in DNA Money edition on Thursday, May 23, 2013.
Daiichi Sankyo, the Japanese parent of Ranbaxy Laboratories, is weighing legal options to sue the former promoter-shareholders of the New Delhi-based generics drugmaker.
The Singh brothers -- Shivinder & Malvinder -- had sold Ranbaxy to Daiichi in 2008 for $4.6 billion. Daiichi bought a 51% stake -- including 34.8% that the Singhs held -- in June 2008.
In a statement, the company said it believes “certain former shareholders” of Ranbaxy concealed and misrepresented critical information concerning the US Department of Justice and Food and Drug Administration (FDA) investigations.
“Daiichi Sankyo is currently pursuing its available legal remedies and cannot comment further on the subject at this time,” the company said.
“Daiichi Sankyo continues to support Ranbaxy in its efforts to address and correct the conduct of the past which led to the investigations by the US Department of Justice and the FDA. These efforts include significant changes to Ranbaxy’s management, culture, operations and compliance,” it said.
Arun Sawhney, CEO and managing director, said: “Ranbaxy is a different company today.
The steps we have taken over the recent years reflect the wide-ranging efforts of the current board and management to address certain conduct of the past and ensure that Ranbaxy moves forward with integrity and professionalism in everything we do. We are fully committed to upholding the high standards that patients, prescribers and all other stakeholders expect.”
The comments follow a detailed excoriation of Ranbaxy’s past practices by the Forbes magazine in its latest issue.
“All Ranbaxy products currently in the global market are safe and effective,” Sawhney said.
The company, he said, has made investments of over $300 million (Rs 1,650 crore) in its manufacturing facilities to install state-of-the-art technologies.
“We have also instituted a rigorous new code of conduct for all Ranbaxy employees, with clear accountability for compliance,” he said.
Sawhney said Ranbaxy has successfully launched several new generic equivalents across the world recently, and maintains a robust pipeline of important new products.
“We look forward to continuing to enrich lives globally with quality and affordable medicines.”
Daiichi Sankyo, the Japanese parent of Ranbaxy Laboratories, is weighing legal options to sue the former promoter-shareholders of the New Delhi-based generics drugmaker.
The Singh brothers -- Shivinder & Malvinder -- had sold Ranbaxy to Daiichi in 2008 for $4.6 billion. Daiichi bought a 51% stake -- including 34.8% that the Singhs held -- in June 2008.
In a statement, the company said it believes “certain former shareholders” of Ranbaxy concealed and misrepresented critical information concerning the US Department of Justice and Food and Drug Administration (FDA) investigations.
“Daiichi Sankyo is currently pursuing its available legal remedies and cannot comment further on the subject at this time,” the company said.
“Daiichi Sankyo continues to support Ranbaxy in its efforts to address and correct the conduct of the past which led to the investigations by the US Department of Justice and the FDA. These efforts include significant changes to Ranbaxy’s management, culture, operations and compliance,” it said.
Arun Sawhney, CEO and managing director, said: “Ranbaxy is a different company today.
The steps we have taken over the recent years reflect the wide-ranging efforts of the current board and management to address certain conduct of the past and ensure that Ranbaxy moves forward with integrity and professionalism in everything we do. We are fully committed to upholding the high standards that patients, prescribers and all other stakeholders expect.”
The comments follow a detailed excoriation of Ranbaxy’s past practices by the Forbes magazine in its latest issue.
“All Ranbaxy products currently in the global market are safe and effective,” Sawhney said.
The company, he said, has made investments of over $300 million (Rs 1,650 crore) in its manufacturing facilities to install state-of-the-art technologies.
“We have also instituted a rigorous new code of conduct for all Ranbaxy employees, with clear accountability for compliance,” he said.
Sawhney said Ranbaxy has successfully launched several new generic equivalents across the world recently, and maintains a robust pipeline of important new products.
“We look forward to continuing to enrich lives globally with quality and affordable medicines.”
Myths make advertising exciting and desirable
These Q&As first appeared in DNA Money edition on Wednesday, May 22, 2013.
Portfolio Night 11, a global event to nurture young talent in the advertising industry by giving them an opportunity to showcase their ideas to creative directors of the country is taking place today evening at the JWT India office in Mumbai. Ashish K Tiwari spoke to four of the 30 jury panelists, who would judge the work at the Mumbai leg of the event which is being simultaneously held in 20 cities globally. JWT, a unit of WPP, the world's biggest communications company, hosting the Mumbai event.
I look for the work, the passion, the hunger, the madness inside, the look in the eyes, the truth about the individual. A portfolio is about the work, but it is also about the person.
What are your views on the various myths people have about advertising and the industry in general?
Myths are important. They play an important role in building an aura around the industry. Myths add to the conversation and make advertising exciting and desirable. We need more myths. Myths are the advertising agency for advertising.
What is the myth that you would like to bust for those waiting to enter the industry?
I'm not in the business of busting myths. I'm in the business of creating them. Myths add sizzle to people, brands and life. It gives people something to share and pass on. All I can say to the newcomers is follow the myths. Think for yourself. Find out for yourself. Seek your own truth. That's the reason you are here in the first place.
Did you have a myth on advertising before joining the industry? What was it and how did you develop that myth?
I was clueless when I joined advertising. I had no myths about the industry. But I had a myth about myself. I thought I was creative. People told me I wasn't. So I spent my early years trying to prove that I am creative. I'm still trying. I have lots more to discover. My myth is my fuel. My myth makes me me.
How did it get busted when you actually got into advertising?
I was fortunate that people didn't believe the myth about me. The myth that I was creative. But then one day I met this amazing man called Suresh Mullick. He publicly acknowledged me as being creative. He called me 'Youth of India'. I tried to live up to his belief about me. In time I lived out my own myth.
Any other observations that you'd like to share with the people looking to make a career in advertising?
I'd ask the freshers one question -- What's the myth you have about yourself? Your myth will give you energy. It will drive you, keep you hungry. And even if the creative directors who are judging you at Portfolio Night don't acknowledge your myth about yourself, it's okay. Go your way. Your myth will take you to where you belong. You can be great if you focus, believe and follow your myth.
The ideation process, the freshness in thinking.
What are your views on the several myths people have about advertising and the industry in general?
The biggest myth is that you can express yourself the way you feel like. In reality there is a method to this madness and yet there is some madness to the method.
What is that myth that you would like to bust for those wanting to enter the industry?
The myth that I want to break is that advertising is not rocket science. End of the day this is serious selling of a product creatively.
Did you have a myth on advertising before joining the industry?
The myth that I had been told about, is that you get to hang out with fancy models. This is definitely not the truth. I've tried to break the myth by telling people that it's sheer hard work but they refuse to believe me.
How did it get busted when you actually got into advertising?
I think it got busted when I found that we spent more time running to client's office, running to media houses to deliver artworks, running to slide makers for big presentations. So I never got to see the fancy models that I could run after.
Any other observations you'd like to share with the people looking to make a career in advertising?
It is an exciting business because you're addressing and solving different things every week. This sheer variety is unlikely to come to you on a weekly basis in any other business. So if you have the passion, this is a great business to be in.
What are the key aspects you would look for in a portfolio?
When I look at a portfolio, I am usually most impressed by great craft, or at least the promise of great craft. At the same time, I look for simple, imaginative ideas that answer a particular need. It’s important that the work is in good taste. Creativity is most important. Yet there shouldn’t be a logical flaw in the way the idea is conceived.
What are your views on the various myths people have about advertising?
Many of the old myths about advertising are not relevant anymore. The world’s more transparent now. People know more about everything. I think people realise that advertising is not like they show it in Mad Men.
What is that myth that you would like to bust for those waiting to enter the industry?
That it’s just about great work. Nothing else matters. And great work requires a tremendous amount work, not just talent.
Did you have a myth about advertising before joining the industry?
I did not have a myth. I wanted to get into architecture. Advertising was the second choice. But that was then.
Any other observation that you’d like to share with the people looking to make a career in advertising?
1. Be nice to others. In today’s collaborative world, you need to be a great team player.
2. Don’t be too disillusioned by your talent. It is only 5% of the reason for your success.
3. Never be attached to your ideas. It is better to pre-empt the death of your favourite idea, and be prolific.
4. Concentrate most on your key craft. But read up, learn and stay interested in other disciplines.
What are the key aspects that you would look for in a portfolio?
First, I would ask every aspiring young chap to showcase only 10 best pieces of work in the portfolio. This would force the candidate to be a judge of their own work first and help understand their point of view on advertising. Next, I would look for original ideas.
What are your views on the various myths people have about advertising and the industry in general?
Creative arts are amplified by mythology and the legends that supposedly live these myths. And this just goes to prove that people are really interested in this profession and the industry by spreading these myths through the oldest form of communication ever -- word of mouth.
What is that myth that you would like to bust for those waiting to enter the industry?
The myth that advertising is rocket science. I believe that common sense and a curious mind is all that you really need.
Did you have a myth on advertising before joining the industry? What was it and how did you develop that myth?
The myth that advertising is difficult if you don’t have training in the visual arts or creative writing.
How did it get busted when you actually got into advertising?
When I started believing in my ideas I lost all unnecessary doubts and just took the plunge.
Any other observations?
Stay hungry. Believe in your ideas. Never give up on an idea. And the best revenge is a better idea.
Portfolio Night 11, a global event to nurture young talent in the advertising industry by giving them an opportunity to showcase their ideas to creative directors of the country is taking place today evening at the JWT India office in Mumbai. Ashish K Tiwari spoke to four of the 30 jury panelists, who would judge the work at the Mumbai leg of the event which is being simultaneously held in 20 cities globally. JWT, a unit of WPP, the world's biggest communications company, hosting the Mumbai event.
Myths make advertising exciting and desirable
Josy Paul, chairman and chief creative officer, BBDO India
What are the key aspects you would look for in a portfolio?
I look for the work, the passion, the hunger, the madness inside, the look in the eyes, the truth about the individual. A portfolio is about the work, but it is also about the person.
What are your views on the various myths people have about advertising and the industry in general?
Myths are important. They play an important role in building an aura around the industry. Myths add to the conversation and make advertising exciting and desirable. We need more myths. Myths are the advertising agency for advertising.
What is the myth that you would like to bust for those waiting to enter the industry?
I'm not in the business of busting myths. I'm in the business of creating them. Myths add sizzle to people, brands and life. It gives people something to share and pass on. All I can say to the newcomers is follow the myths. Think for yourself. Find out for yourself. Seek your own truth. That's the reason you are here in the first place.
Did you have a myth on advertising before joining the industry? What was it and how did you develop that myth?
I was clueless when I joined advertising. I had no myths about the industry. But I had a myth about myself. I thought I was creative. People told me I wasn't. So I spent my early years trying to prove that I am creative. I'm still trying. I have lots more to discover. My myth is my fuel. My myth makes me me.
How did it get busted when you actually got into advertising?
I was fortunate that people didn't believe the myth about me. The myth that I was creative. But then one day I met this amazing man called Suresh Mullick. He publicly acknowledged me as being creative. He called me 'Youth of India'. I tried to live up to his belief about me. In time I lived out my own myth.
Any other observations that you'd like to share with the people looking to make a career in advertising?
I'd ask the freshers one question -- What's the myth you have about yourself? Your myth will give you energy. It will drive you, keep you hungry. And even if the creative directors who are judging you at Portfolio Night don't acknowledge your myth about yourself, it's okay. Go your way. Your myth will take you to where you belong. You can be great if you focus, believe and follow your myth.
Advertising is not just about hanging out with fancy models
Piyush Pandey, executive chairman and creative director-South Asia, Ogilvy & Mather India
What are the key aspects you would look for in a portfolio?
The ideation process, the freshness in thinking.
What are your views on the several myths people have about advertising and the industry in general?
The biggest myth is that you can express yourself the way you feel like. In reality there is a method to this madness and yet there is some madness to the method.
What is that myth that you would like to bust for those wanting to enter the industry?
The myth that I want to break is that advertising is not rocket science. End of the day this is serious selling of a product creatively.
Did you have a myth on advertising before joining the industry?
The myth that I had been told about, is that you get to hang out with fancy models. This is definitely not the truth. I've tried to break the myth by telling people that it's sheer hard work but they refuse to believe me.
How did it get busted when you actually got into advertising?
I think it got busted when I found that we spent more time running to client's office, running to media houses to deliver artworks, running to slide makers for big presentations. So I never got to see the fancy models that I could run after.
Any other observations you'd like to share with the people looking to make a career in advertising?
It is an exciting business because you're addressing and solving different things every week. This sheer variety is unlikely to come to you on a weekly basis in any other business. So if you have the passion, this is a great business to be in.
Never be attached to your ideas
Ravi Deshpande, chairman and chief creative officer, Contract Advertising
What are the key aspects you would look for in a portfolio?
When I look at a portfolio, I am usually most impressed by great craft, or at least the promise of great craft. At the same time, I look for simple, imaginative ideas that answer a particular need. It’s important that the work is in good taste. Creativity is most important. Yet there shouldn’t be a logical flaw in the way the idea is conceived.
What are your views on the various myths people have about advertising?
Many of the old myths about advertising are not relevant anymore. The world’s more transparent now. People know more about everything. I think people realise that advertising is not like they show it in Mad Men.
What is that myth that you would like to bust for those waiting to enter the industry?
That it’s just about great work. Nothing else matters. And great work requires a tremendous amount work, not just talent.
Did you have a myth about advertising before joining the industry?
I did not have a myth. I wanted to get into architecture. Advertising was the second choice. But that was then.
Any other observation that you’d like to share with the people looking to make a career in advertising?
1. Be nice to others. In today’s collaborative world, you need to be a great team player.
2. Don’t be too disillusioned by your talent. It is only 5% of the reason for your success.
3. Never be attached to your ideas. It is better to pre-empt the death of your favourite idea, and be prolific.
4. Concentrate most on your key craft. But read up, learn and stay interested in other disciplines.
A curious mind is what you need
Senthil Kumar, National Creative Director, JWT India
What are the key aspects that you would look for in a portfolio?
First, I would ask every aspiring young chap to showcase only 10 best pieces of work in the portfolio. This would force the candidate to be a judge of their own work first and help understand their point of view on advertising. Next, I would look for original ideas.
What are your views on the various myths people have about advertising and the industry in general?
Creative arts are amplified by mythology and the legends that supposedly live these myths. And this just goes to prove that people are really interested in this profession and the industry by spreading these myths through the oldest form of communication ever -- word of mouth.
What is that myth that you would like to bust for those waiting to enter the industry?
The myth that advertising is rocket science. I believe that common sense and a curious mind is all that you really need.
Did you have a myth on advertising before joining the industry? What was it and how did you develop that myth?
The myth that advertising is difficult if you don’t have training in the visual arts or creative writing.
How did it get busted when you actually got into advertising?
When I started believing in my ideas I lost all unnecessary doubts and just took the plunge.
Any other observations?
Stay hungry. Believe in your ideas. Never give up on an idea. And the best revenge is a better idea.
Zee offers 1:21 bonus of redeemable pref shares
This story first appeared in DNA Money edition on Thursday, May 23, 2013.
Zee Entertainment Enterprises Ltd offered a novel bonus to shareholders as part of its celebration for the completion of 20 years of the Zee brand as it reported a 10.7% year-on-year growth in net profit for the fourth quarter at Rs 180.4 crore.
The Q4 performance was driven by strong advertising and subscription revenues, which grew 15.5% and 13% at Rs 479.2 crore and Rs 454.6 crore, respectively.
Net profit for the full fiscal rose 21.6% at Rs 718.2 crore, while advertising revenues increased 24% at Rs 1,963.9 crore and subscription revenues 22.6% at Rs 1,623.4 crore.
Subhash Chandra, chairman, Zee, said, “The recent policy initiatives by the government and further reforms should help boost business sentiment and improve the investment climate. Despite the backdrop of a slowing economy in the last fiscal, television media industry has continued on its growth path.”
The company’s board has recommended a cash dividend of Rs 2 per share to celebrate the completion of 20 years of brand Zee.
In a unique approach to rewarding shareholders, the company board also announced distribution of Rs 2,000 crore through bonus issue of redeemable preference shares.
Atul Das, chief strategy officer, Zee, said that equity shareholders will be issued 21 preference shares of Rs 1 each for every one equity share held by a shareholder.
“It carries a dividend coupon of 6% per annum, which implies that every year on this amount shareholders will get 6% dividend and it has a tenure of eight years. Fourth year onwards, every year the company will redeem one-fifth of the nominal value of these preference shares,” said Das.
So for instance, taking Rs 2,000 crore as an approximate number, fourth year onwards Rs 400 crore will be paid back to the shareholders.
“It’s a committed pay to the shareholders. It’s basically setting out the agenda that the investor will receive the payouts every year till the tenure of these shares gets over,” said Das.
Consolidated operating revenues for Q4 rose 11% at Rs 964.3 crore. Operating profit for Q4 rose 51.4% at Rs 242.3 crore, while Ebitda margin stood at 25.1%. Operating profit for the full last fiscal rose 29% at Rs 954.3 crore, while total revenues rose 21.7% to Rs 3,699.6 crore.
Punit Goenka, managing director and chief executive officer, Zee, said the fiscal 2013 has been good — both on operating as well as financial parameters.
“Zee gained viewership share with improvement across genres, both in national and regional languages, which led to outperformance in advertising growth relative to industry.
We have also seen steady improvement in our sports business over the last three years.
While investment in sports continues, performance has improved substantially with better monetisation from subscription.”
The company board has also approved enhancement of FII investments in the company beyond the current limit of 49% up to the maximum sectoral limit allowed under applicable foreign direct investment regulations, subject to appropriate approvals.
Zee Entertainment Enterprises Ltd offered a novel bonus to shareholders as part of its celebration for the completion of 20 years of the Zee brand as it reported a 10.7% year-on-year growth in net profit for the fourth quarter at Rs 180.4 crore.
The Q4 performance was driven by strong advertising and subscription revenues, which grew 15.5% and 13% at Rs 479.2 crore and Rs 454.6 crore, respectively.
Net profit for the full fiscal rose 21.6% at Rs 718.2 crore, while advertising revenues increased 24% at Rs 1,963.9 crore and subscription revenues 22.6% at Rs 1,623.4 crore.
Subhash Chandra, chairman, Zee, said, “The recent policy initiatives by the government and further reforms should help boost business sentiment and improve the investment climate. Despite the backdrop of a slowing economy in the last fiscal, television media industry has continued on its growth path.”
The company’s board has recommended a cash dividend of Rs 2 per share to celebrate the completion of 20 years of brand Zee.
In a unique approach to rewarding shareholders, the company board also announced distribution of Rs 2,000 crore through bonus issue of redeemable preference shares.
Atul Das, chief strategy officer, Zee, said that equity shareholders will be issued 21 preference shares of Rs 1 each for every one equity share held by a shareholder.
“It carries a dividend coupon of 6% per annum, which implies that every year on this amount shareholders will get 6% dividend and it has a tenure of eight years. Fourth year onwards, every year the company will redeem one-fifth of the nominal value of these preference shares,” said Das.
So for instance, taking Rs 2,000 crore as an approximate number, fourth year onwards Rs 400 crore will be paid back to the shareholders.
“It’s a committed pay to the shareholders. It’s basically setting out the agenda that the investor will receive the payouts every year till the tenure of these shares gets over,” said Das.
Consolidated operating revenues for Q4 rose 11% at Rs 964.3 crore. Operating profit for Q4 rose 51.4% at Rs 242.3 crore, while Ebitda margin stood at 25.1%. Operating profit for the full last fiscal rose 29% at Rs 954.3 crore, while total revenues rose 21.7% to Rs 3,699.6 crore.
Punit Goenka, managing director and chief executive officer, Zee, said the fiscal 2013 has been good — both on operating as well as financial parameters.
“Zee gained viewership share with improvement across genres, both in national and regional languages, which led to outperformance in advertising growth relative to industry.
We have also seen steady improvement in our sports business over the last three years.
While investment in sports continues, performance has improved substantially with better monetisation from subscription.”
The company board has also approved enhancement of FII investments in the company beyond the current limit of 49% up to the maximum sectoral limit allowed under applicable foreign direct investment regulations, subject to appropriate approvals.
Thomas Cook to put its commercial spaces on sale
This story first appeared in DNA Money edition on Tuesday, May 21, 2013.
Travel and tour operator Thomas Cook (India) Ltd (TCIL) is selling some of its commercial spaces to raise money for working capital requirements.
The company is understood to have roped in international property consultant (IPC) Jones Lang LaSalle (JLL) as advisor for the office space transactions.
“We are always on the lookout for opportunities that may arise due to changes in the market for this domain,” said Madhavan Menon, MD of TCIL.
He, however, did not share details of the office spaces that may be sold and the kind of money that is being sought to be raised.
TCIL is understood to own around 32 properties or 1.26 lakh square feet (sq ft) of office space across the country. In addition, it reportedly owns over 60,000 sq ft and 43,000 sq ft in Mumbai and Delhi, respectively.
According to JLL’s monthly real estate monitor (May 2013), prime office space in a metro like Mumbai would typically cost anywhere between Rs 21,000 and Rs 30,000 per sq foot. In cities like Hyderabad, it is Rs 5,500-6,000 per sq foot. In Pune, it is Rs 4,750-5,000. Office space in Kolkata costs around Rs 18,000 per sq foot. In Delhi, the per sq foot rate is around Rs 31,500.
TCIL’s south Mumbai property itself is estimated to be worth up to Rs 250 crore.
In May last year, Fairbridge Capital (Mauritius) had acquired a 76.69% stake in TCIL from its erstwhile UK-based parent.
In February this year, TCIL diversified into executive search industry by acquiring a 74% stake in Ikya Human Capital Solutions, a staffing solutions company, for Rs 256 crore.
Travel and tour operator Thomas Cook (India) Ltd (TCIL) is selling some of its commercial spaces to raise money for working capital requirements.
The company is understood to have roped in international property consultant (IPC) Jones Lang LaSalle (JLL) as advisor for the office space transactions.
“We are always on the lookout for opportunities that may arise due to changes in the market for this domain,” said Madhavan Menon, MD of TCIL.
He, however, did not share details of the office spaces that may be sold and the kind of money that is being sought to be raised.
TCIL is understood to own around 32 properties or 1.26 lakh square feet (sq ft) of office space across the country. In addition, it reportedly owns over 60,000 sq ft and 43,000 sq ft in Mumbai and Delhi, respectively.
According to JLL’s monthly real estate monitor (May 2013), prime office space in a metro like Mumbai would typically cost anywhere between Rs 21,000 and Rs 30,000 per sq foot. In cities like Hyderabad, it is Rs 5,500-6,000 per sq foot. In Pune, it is Rs 4,750-5,000. Office space in Kolkata costs around Rs 18,000 per sq foot. In Delhi, the per sq foot rate is around Rs 31,500.
TCIL’s south Mumbai property itself is estimated to be worth up to Rs 250 crore.
In May last year, Fairbridge Capital (Mauritius) had acquired a 76.69% stake in TCIL from its erstwhile UK-based parent.
In February this year, TCIL diversified into executive search industry by acquiring a 74% stake in Ikya Human Capital Solutions, a staffing solutions company, for Rs 256 crore.
The Great Summer Escape to 'cool' spots spells travel boom
This story first appeared in DNA Money edition on Monday, May 20, 2013.
Rising mercury levels this summer are bringing glad tidings to the Indian travel and tourism industry. Forget the earlier doom-and-gloom predictions: firms in this sector are now confident of posting a 25% on-year growth this calendar year on the back of people’s penchant to travel to cooler climes to escape the scorching heat.
Citizens are travelling to Indian and overseas destinations far and wide, sources said.
Industry estimates suggest that the number of Indians travelling overseas is set to rise from around 1.5 crore at present to 5 crore by 2020.
A resurgent economy, upwardly mobile lifestyles and increasing discretionary income are driving travel and tourism, said industry experts.
Madhav Pai, director – leisure travel (outbound), Thomas Cook (India), said, “Irrespective of price hikes, Indians are travelling like never before. Clearly, travel is now a ‘must-do’ element in the Indian summer agenda.”
Karan Anand, head-relationships, Cox & Kings, said, “Domestic travel certainly continues to be the mainstay, growing at 30% annually. Outbound is not far behind with an on-year growth of close to 25%.”
Moderate to high growth rates are in evidence everywhere. For instance, Australia’s Tourism Forecasting Council predicts 1.75 lakh arrivals from India in 2013/14, a 9% increase over 2012.
From 41,000 Indian visitors in 2000, Australia received around 1.60 lakh visitors in 2012. Nishant Kashikar, country manager-India, Tourism Australia, said, “Arrivals from India are expected to perform well, with an average annual financial year growth rate of 7.2% through to 2020-21.”
Such figures are encouraging travel and airline companies to offer the world to travellers, in the form of early bird offers, complimentary stays, companion offers, kids-stay-free opportunities, free transfers, discounted sightseeing tours and promotional airfares.
Some of these are for overseas destinations, but they are priced more or less at the same level as that of domestic attractions.
These are driving a good chunk of Indian travellers to short-haul destinations in regions like the South-east Asia, Asia-Pacific and the Middle East.
Other higher priced packages, like the Rs 99,999-per-person week-long tours of Cox & Kings, target destinations like Switzerland, Italy, east European countries, Spain and France.
Of course, there are many takers because such packages include return economy class air ticket, taxes, visa charges, overseas travel insurance, accommodation with breakfast, sightseeing and inter-city train travel on the European Rail Network, said Anand.
If not A, then B, or C – that seems the resolve of Indian travellers these days, said Ashwini Kakkar, executive vice chairman, Mercury Travels. “The recent flash sales announced by a few carriers proved to be a boon for travellers who had already planned their holidays. And, thanks to declining petrol prices, those who were left out are now driving down to the destination with family. They are all holidaying as per their convenience.”
Summer’s momentum is expected to continue beyond the season with a brief pause in June when schools and colleges open. For, a different kind of travellers – double-income-no-kids couples and singles – undertake post-summer journeys. “Monsoon is a time when destinations like Goa and Kerala aggressively promote themselves,” said Pai.
Post-summer airfares are expected to drop, said Anand. “Any such drop would entice consumers to book during the traditional ‘off season’ like the monsoon. Our Drizzlers offering had shown interesting uptake in 2012, and we hope to replicate this success even more emphatically in 2013.”
Within India: Kashmir, Himachal Pradesh, the North East, the Andamans and other hill stations.
Outside India: South Africa, Canada, the Philippines, Australia and New Zealand are catching outbound travellers’ attention.
Europe and the US continue to be preferred destinations for the Indian traveller
Iceland, Greenland, Morocco, Canary Islands, Galapagos and Ecuador are on the travel radar this year.
Singapore, Malaysia, Thailand, Hong Kong, Macau, Dubai and Mauritius remain popular short-haul destinations
Rising mercury levels this summer are bringing glad tidings to the Indian travel and tourism industry. Forget the earlier doom-and-gloom predictions: firms in this sector are now confident of posting a 25% on-year growth this calendar year on the back of people’s penchant to travel to cooler climes to escape the scorching heat.
Citizens are travelling to Indian and overseas destinations far and wide, sources said.
Industry estimates suggest that the number of Indians travelling overseas is set to rise from around 1.5 crore at present to 5 crore by 2020.
A resurgent economy, upwardly mobile lifestyles and increasing discretionary income are driving travel and tourism, said industry experts.
Madhav Pai, director – leisure travel (outbound), Thomas Cook (India), said, “Irrespective of price hikes, Indians are travelling like never before. Clearly, travel is now a ‘must-do’ element in the Indian summer agenda.”
Karan Anand, head-relationships, Cox & Kings, said, “Domestic travel certainly continues to be the mainstay, growing at 30% annually. Outbound is not far behind with an on-year growth of close to 25%.”
Moderate to high growth rates are in evidence everywhere. For instance, Australia’s Tourism Forecasting Council predicts 1.75 lakh arrivals from India in 2013/14, a 9% increase over 2012.
From 41,000 Indian visitors in 2000, Australia received around 1.60 lakh visitors in 2012. Nishant Kashikar, country manager-India, Tourism Australia, said, “Arrivals from India are expected to perform well, with an average annual financial year growth rate of 7.2% through to 2020-21.”
Such figures are encouraging travel and airline companies to offer the world to travellers, in the form of early bird offers, complimentary stays, companion offers, kids-stay-free opportunities, free transfers, discounted sightseeing tours and promotional airfares.
Some of these are for overseas destinations, but they are priced more or less at the same level as that of domestic attractions.
These are driving a good chunk of Indian travellers to short-haul destinations in regions like the South-east Asia, Asia-Pacific and the Middle East.
Other higher priced packages, like the Rs 99,999-per-person week-long tours of Cox & Kings, target destinations like Switzerland, Italy, east European countries, Spain and France.
Of course, there are many takers because such packages include return economy class air ticket, taxes, visa charges, overseas travel insurance, accommodation with breakfast, sightseeing and inter-city train travel on the European Rail Network, said Anand.
If not A, then B, or C – that seems the resolve of Indian travellers these days, said Ashwini Kakkar, executive vice chairman, Mercury Travels. “The recent flash sales announced by a few carriers proved to be a boon for travellers who had already planned their holidays. And, thanks to declining petrol prices, those who were left out are now driving down to the destination with family. They are all holidaying as per their convenience.”
Summer’s momentum is expected to continue beyond the season with a brief pause in June when schools and colleges open. For, a different kind of travellers – double-income-no-kids couples and singles – undertake post-summer journeys. “Monsoon is a time when destinations like Goa and Kerala aggressively promote themselves,” said Pai.
Post-summer airfares are expected to drop, said Anand. “Any such drop would entice consumers to book during the traditional ‘off season’ like the monsoon. Our Drizzlers offering had shown interesting uptake in 2012, and we hope to replicate this success even more emphatically in 2013.”
Popular destinations
Within India: Kashmir, Himachal Pradesh, the North East, the Andamans and other hill stations.
Outside India: South Africa, Canada, the Philippines, Australia and New Zealand are catching outbound travellers’ attention.
Europe and the US continue to be preferred destinations for the Indian traveller
Iceland, Greenland, Morocco, Canary Islands, Galapagos and Ecuador are on the travel radar this year.
Singapore, Malaysia, Thailand, Hong Kong, Macau, Dubai and Mauritius remain popular short-haul destinations
TTK Prestige to enter water purifier mart
This story first appeared in DNA Money edition on Monday, May 20, 2013.
TTK Prestige, the maker of pressure cookers and kitchen appliances, is getting ready to enter India’s Rs 3,200-crore water purifier market where big names such as Aquaguard (Eureka Forbes), Pureit (Hindustan Unilver), Swach (Tata Chemicals) and Kent RO abound.
On Friday, a TTK official confirmed the development during an earnings call. “We will launch the water filter this fiscal.” No further details were divulged.
The TTK move comes amid industry estimates that the segment sales, riding compounded annual growth rate of 25%, will hit Rs 7,000 crore by 2015.
But TTK is facing testing times in the high-end kitchenware segment. Having tested the waters for more than one year, it has now decided not to push ahead with sales and distribution of World Kitchen’s brands “except Snapware” (which is range of spill-proof, nestable and airtight food storage containers made of plastic and glass).
T T Jagannathan, chairman of TTK Prestige, was earlier reported to be looking at Rs 50 crore in sales this year from the February 2012 partnership with the Illinois-based World Kitchen. The latter will now have to set up its own network to market and distribute its brands like Corelle, Corningware and Pyrex cutlery.
For the January-March quarter, TTK’s sales rose 22.3% on-year to Rs 289.46 crore. Operating income went up 32.5% to Rs 43.91 crore and net profit soared 42% to Rs 28.03 crore.
Growth in south India remained flat but rose 70% on-year in the rest of India (10% and 52% for the full fiscal respectively).
So, TTK has earmarked Rs 50 crore for capital expenditure this fiscal, while gross debt of Rs 115 crore is now being sought to be slashed to `60 crore by this fiscal end.
To de-risk, TTK is ramping up its presence in regions other than south India by appointing new distributors and setting up new accounts. This strategy has already helped boost activations 22.3% on-year during the fourth quarter. TTK is also stepping up advertising expenditure.
About future growth, the TTK official said, “Emphasis is being laid on our own brand retail stores focusing on non-south India markets. Currently, 65% of our stores are in south India and one-third elsewhere. That’s something we are planning to correct so that the proportion is in line with our turnover.”
TTK Prestige, the maker of pressure cookers and kitchen appliances, is getting ready to enter India’s Rs 3,200-crore water purifier market where big names such as Aquaguard (Eureka Forbes), Pureit (Hindustan Unilver), Swach (Tata Chemicals) and Kent RO abound.
On Friday, a TTK official confirmed the development during an earnings call. “We will launch the water filter this fiscal.” No further details were divulged.
The TTK move comes amid industry estimates that the segment sales, riding compounded annual growth rate of 25%, will hit Rs 7,000 crore by 2015.
But TTK is facing testing times in the high-end kitchenware segment. Having tested the waters for more than one year, it has now decided not to push ahead with sales and distribution of World Kitchen’s brands “except Snapware” (which is range of spill-proof, nestable and airtight food storage containers made of plastic and glass).
T T Jagannathan, chairman of TTK Prestige, was earlier reported to be looking at Rs 50 crore in sales this year from the February 2012 partnership with the Illinois-based World Kitchen. The latter will now have to set up its own network to market and distribute its brands like Corelle, Corningware and Pyrex cutlery.
For the January-March quarter, TTK’s sales rose 22.3% on-year to Rs 289.46 crore. Operating income went up 32.5% to Rs 43.91 crore and net profit soared 42% to Rs 28.03 crore.
Growth in south India remained flat but rose 70% on-year in the rest of India (10% and 52% for the full fiscal respectively).
So, TTK has earmarked Rs 50 crore for capital expenditure this fiscal, while gross debt of Rs 115 crore is now being sought to be slashed to `60 crore by this fiscal end.
To de-risk, TTK is ramping up its presence in regions other than south India by appointing new distributors and setting up new accounts. This strategy has already helped boost activations 22.3% on-year during the fourth quarter. TTK is also stepping up advertising expenditure.
About future growth, the TTK official said, “Emphasis is being laid on our own brand retail stores focusing on non-south India markets. Currently, 65% of our stores are in south India and one-third elsewhere. That’s something we are planning to correct so that the proportion is in line with our turnover.”
Sunday 19 May 2013
At JWT, focus is on building long-term careers
This Q&A first appeared in DNA Money edition on Saturday, May 18, 2013.
Sapna Srivastava, chief talent officer, JWT APAC, speaks about how the agency sees the Portfolio Night 11 initiative acting as a catalyst for the agency’s soon-to-be-introduced JWT Honours programme that focuses on creating long-term careers in advertising. Edited excerpts:
What prompted JWT to associate with Portfolio Night?
There were two compelling reasons for us take it up. First, to provide the young/ raw students a platform to showcase what they have done and are capable of doing. Secondly, we saw it as a great opportunity to identify bright talent (from the 90 participants) and eventually look into the possibilities of making them a part of JWT. We have always been and want to be known as an agency that helps build careers and hosting an event like this serves that purpose well.
How does the Portfolio Night approach to identifying budding talent?
As an organisation JWT India does not go to campuses as we feel we may not get the best of the candidates as there are many companies vying for the same pool of talent. The difference between campus recruitment and what we are doing through Portfolio Night is that here we’ve got people who are interested in a career in advertising. And while they are participating in the global event, they are actually coming to JWT. So we know these people are serious about a career and not using it as a stepping stone to go elsewhere.
So campus recruitment is not for creative talent and is largely restricted to account management roles for which hiring is done from B-schools.
What is the approach for recruiting creative people then?
There are many colleges that produce really good graduates. However, a lot of candidates write to us about wanting to start their careers and we generally choose from these applications.
Having said that, this year we are proactively launching a programme called ‘JWT Honours’, wherein we will go to colleges and make presentations about careers in JWT.
We will pick about 12 interns in every city, they will come and train with us for 12 weeks and create a book of work which will be evaluated and the best of the lot will be hired.
With this we are creating a whole new platform to help youngsters build their careers and Portfolio Night will act as a catalyst to our JWT Honours initiative, which will focus on creating long-term careers in advertising.
Could you tell us about the profile of candidates who have registered for the Portfolio Night event?
Majority for them are freshers who are either studying or have just passed out of their creative colleges. I think what they are really looking forward to from the event is a feedback on the work they have done while studying. Getting an opportunity to present their book of work to the likes of Prasoon Joshi or Piyush Pandey and getting a comment on what they’ve done is a great thing to have at the beginning of one’s career.
Even if the comment is negative, the young minds will know the direction they have to move thereafter; and if their work is good they will be highly appreciated. In fact, this year Portfolio Night will select the best of the creative minds from across the cities where this event is being hosted and fly them to New York where an All Stars Portfolio Night will be held. So one of the students from the Mumbai event will also go for this event.
Sapna Srivastava, chief talent officer, JWT APAC, speaks about how the agency sees the Portfolio Night 11 initiative acting as a catalyst for the agency’s soon-to-be-introduced JWT Honours programme that focuses on creating long-term careers in advertising. Edited excerpts:
What prompted JWT to associate with Portfolio Night?
There were two compelling reasons for us take it up. First, to provide the young/ raw students a platform to showcase what they have done and are capable of doing. Secondly, we saw it as a great opportunity to identify bright talent (from the 90 participants) and eventually look into the possibilities of making them a part of JWT. We have always been and want to be known as an agency that helps build careers and hosting an event like this serves that purpose well.
How does the Portfolio Night approach to identifying budding talent?
As an organisation JWT India does not go to campuses as we feel we may not get the best of the candidates as there are many companies vying for the same pool of talent. The difference between campus recruitment and what we are doing through Portfolio Night is that here we’ve got people who are interested in a career in advertising. And while they are participating in the global event, they are actually coming to JWT. So we know these people are serious about a career and not using it as a stepping stone to go elsewhere.
So campus recruitment is not for creative talent and is largely restricted to account management roles for which hiring is done from B-schools.
What is the approach for recruiting creative people then?
There are many colleges that produce really good graduates. However, a lot of candidates write to us about wanting to start their careers and we generally choose from these applications.
Having said that, this year we are proactively launching a programme called ‘JWT Honours’, wherein we will go to colleges and make presentations about careers in JWT.
We will pick about 12 interns in every city, they will come and train with us for 12 weeks and create a book of work which will be evaluated and the best of the lot will be hired.
With this we are creating a whole new platform to help youngsters build their careers and Portfolio Night will act as a catalyst to our JWT Honours initiative, which will focus on creating long-term careers in advertising.
Could you tell us about the profile of candidates who have registered for the Portfolio Night event?
Majority for them are freshers who are either studying or have just passed out of their creative colleges. I think what they are really looking forward to from the event is a feedback on the work they have done while studying. Getting an opportunity to present their book of work to the likes of Prasoon Joshi or Piyush Pandey and getting a comment on what they’ve done is a great thing to have at the beginning of one’s career.
Even if the comment is negative, the young minds will know the direction they have to move thereafter; and if their work is good they will be highly appreciated. In fact, this year Portfolio Night will select the best of the creative minds from across the cities where this event is being hosted and fly them to New York where an All Stars Portfolio Night will be held. So one of the students from the Mumbai event will also go for this event.
Colvyn Harris, CEO, JWT South Asia
We look at it as a initiative towards building a sustainable industry and ensuring that JWT continues to be at the forefront of what we do, that's one element of looking at it from a company's stand point.
From a clients' perspective, we always say that client is at the centre and, their brands and business are our primary concern. And if that is our key focus area then we have to have great talent in the industry and our company. When we say, creativity is at the heart of everything we do, then talent has to deliver on that purpose. The Portfolio Night 11 is fairly interlinked and features perspective from the company, industry and client.
We have 30 jury members (creative heads) and they will be meeting 3 participants each so 90 was our cap. We want the jury to have an in-depth look at the works being presented by each of the candidates and not just flip through it. We looked at a combination of space and time and arrived at the 90 number. Registrations have thus been closed for this years Portfolio Night event and we are now gearing up to hold the event next week at our office premises.
With Portfolio Night, ad frat looks to connect with creative minds
This Q&A first appeared in DNA Money edition on Friday, May 17, 2013.
JWT India, a unit of WPP, the world’s largest advertising group, recently unveiled a theme ‘An Eye-Opener’ for Portfolio Night 11 to clear misconceptions aspirants have about the advertising industry and people associated with it. Portfolio Night is a global event that would take place in 20 cities including Mumbai on May 22. Tista Sen, national creative director and senior vice-president, JWT India, speaks on the theme in connection with event. Edited excerpts:
What is the purpose of Portfolio Night 11 in connection with the advertising industry?
I think advertising to a certain extent needs to get back its mojo and Portfolio Night can play a significant role in achieving it. This event is an attempt to establish a dialogue with the young people. It’s also an eye-opener for people within the trade who may have got slightly deviated from the purpose they chose to be in this field. This is also to reinforce our clients’ belief in the work we do — the what, how and why of it — thereby regaining the credibility and authenticity of being a communicator, someone who builds brand value and brand equity so that it connects with consumers.
What went behind putting the theme for the event?
While putting together a theme, we felt it was time to really bring back the glory, prestige and values of what advertising really is. In the last couple of years there has been a huge erosion in terms of the core value of advertising. We wanted to approach it from the youngsters’ point of view — the superficial side — do you speak good English, is your hair long, do you wear earring?, etc.
That’s one part of it. The other part is that being in advertising is as serious as being in any other profession. Attributes like hard work, perseverance, commitment and putting in long working hours are true for advertising as it is in any other industry. So in that sense, the campaign is a real eye opener clearing all the notions in the market place.
How has the initiative been received thus far?
We created the initial buzz and excitement around the campaign on the Twitter platform with a hashtag #WhatIThinkAboutAdvertising. It was decided that as and when thoughts on advertising are shared, we will busts the myths and tell them this is what advertising is all about. We created three campaigns (consist of posters, hoardings, radio spots, social media activities and TVCs) highlighting some of the misconceptions about the advertising industry including ‘Women creatives can’t make it big in advertising’, ‘You cant be creative if you don’t have long hair’ and ‘Copywriters do all the thinking, art directors merely execute’.
How many people have registered for the Portfolio Night 11?
As we speak, there are 88 aspirants who have registered for the event. That’s a fantastic number considering we still have 4-5 days in hand before the event.
JWT India, a unit of WPP, the world’s largest advertising group, recently unveiled a theme ‘An Eye-Opener’ for Portfolio Night 11 to clear misconceptions aspirants have about the advertising industry and people associated with it. Portfolio Night is a global event that would take place in 20 cities including Mumbai on May 22. Tista Sen, national creative director and senior vice-president, JWT India, speaks on the theme in connection with event. Edited excerpts:
What is the purpose of Portfolio Night 11 in connection with the advertising industry?
I think advertising to a certain extent needs to get back its mojo and Portfolio Night can play a significant role in achieving it. This event is an attempt to establish a dialogue with the young people. It’s also an eye-opener for people within the trade who may have got slightly deviated from the purpose they chose to be in this field. This is also to reinforce our clients’ belief in the work we do — the what, how and why of it — thereby regaining the credibility and authenticity of being a communicator, someone who builds brand value and brand equity so that it connects with consumers.
What went behind putting the theme for the event?
While putting together a theme, we felt it was time to really bring back the glory, prestige and values of what advertising really is. In the last couple of years there has been a huge erosion in terms of the core value of advertising. We wanted to approach it from the youngsters’ point of view — the superficial side — do you speak good English, is your hair long, do you wear earring?, etc.
That’s one part of it. The other part is that being in advertising is as serious as being in any other profession. Attributes like hard work, perseverance, commitment and putting in long working hours are true for advertising as it is in any other industry. So in that sense, the campaign is a real eye opener clearing all the notions in the market place.
How has the initiative been received thus far?
We created the initial buzz and excitement around the campaign on the Twitter platform with a hashtag #WhatIThinkAboutAdvertising. It was decided that as and when thoughts on advertising are shared, we will busts the myths and tell them this is what advertising is all about. We created three campaigns (consist of posters, hoardings, radio spots, social media activities and TVCs) highlighting some of the misconceptions about the advertising industry including ‘Women creatives can’t make it big in advertising’, ‘You cant be creative if you don’t have long hair’ and ‘Copywriters do all the thinking, art directors merely execute’.
How many people have registered for the Portfolio Night 11?
As we speak, there are 88 aspirants who have registered for the event. That’s a fantastic number considering we still have 4-5 days in hand before the event.
Ajay Piramal bets Rs 1,652 crore on Shriram Transport
This story first appeared in DNA Money edition on Saturday, May 11, 2013.
Piramal Enterprises has acquired a 10% stake in Shriram Transport Finance Co Ltd (STFC), the country’s largest player in commercial vehicle finance, for Rs 1,652 crore.
Piramal acquired 2,28,47,468 shares from US-based private equity major TPG Capital at a price of Rs 753 per share, making it the largest bulk deal so far this fiscal.
“We see this deal as a beginning of a long-term partnership with Shriram Group as its business is very much in harmony with what we are doing,” said Piramal group chairman Ajay Piramal.
Asked if the group planned to increase stake further in STFC, Piramal said, “There are no such plans as of now.”
Piramal group, with presence in pharmaceutical, financial services and information management sectors, had consolidated revenues of over Rs 3,560 crore last fiscal. In the financial services space, it has a real estate focused PE fund – Indiareit – and a non-banking finance company (NBFC) focused on lending to real estate and education sector with a loan book of Rs 1,000 crore.
The company also makes structured investments in infrastructure projects and has recently struck deals with Hyderabad-based infrastructure company Navayuga Road Projects and renewable energy firm Green Infra.
Earlier reports had said that for the financial services vertical, Piramal was looking to build an asset size of Rs 15,000 crore in the next five years.
The deal between Piramal and TPG also indicates that the latter may have completely exited its investments in STFC, generating near seven times returns in as many years.
Newbridge India Investment II Ltd, a unit of TPG, had in 2006 acquired a 49% stake in unlisted group holding company Shriram Holding Madras Pvt Ltd (SHMPL), which currently holds 41.25% in STFC. When STFC was merged with SHMPL in December 2011, Newbridge got a 20.28% stake in the merged entity.
As per Bloomberg data, the (post-merger) acquisition cost of the 2006 deal for TPG worked out to Rs 112.75 per share.
In a bulk deal on the National Stock Exchange in February, Newbridge had sold 23.15 million STFC shares (or a 10.2% stake) to a clutch of institutional investors for Rs 1,656 crore. That deal is understood to have netted TPG a whopping 450-500% returns, or a cool Rs 1,350 crore in profit.
Shriram Transport, which logged revenues of Rs 7,014 crore and a profit after tax of Rs 1,463 crore last fiscal, had assets of over Rs 52,717 crore under management and is among India’s largest player in commercial vehicle finance with a niche presence in financing pre-owned and small truck owners.
The company has a network of 528 branches and service centres across India and is also one of the largest asset financing NBFCs in the country.
Piramal Enterprises has acquired a 10% stake in Shriram Transport Finance Co Ltd (STFC), the country’s largest player in commercial vehicle finance, for Rs 1,652 crore.
Piramal acquired 2,28,47,468 shares from US-based private equity major TPG Capital at a price of Rs 753 per share, making it the largest bulk deal so far this fiscal.
“We see this deal as a beginning of a long-term partnership with Shriram Group as its business is very much in harmony with what we are doing,” said Piramal group chairman Ajay Piramal.
Asked if the group planned to increase stake further in STFC, Piramal said, “There are no such plans as of now.”
Piramal group, with presence in pharmaceutical, financial services and information management sectors, had consolidated revenues of over Rs 3,560 crore last fiscal. In the financial services space, it has a real estate focused PE fund – Indiareit – and a non-banking finance company (NBFC) focused on lending to real estate and education sector with a loan book of Rs 1,000 crore.
The company also makes structured investments in infrastructure projects and has recently struck deals with Hyderabad-based infrastructure company Navayuga Road Projects and renewable energy firm Green Infra.
Earlier reports had said that for the financial services vertical, Piramal was looking to build an asset size of Rs 15,000 crore in the next five years.
The deal between Piramal and TPG also indicates that the latter may have completely exited its investments in STFC, generating near seven times returns in as many years.
Newbridge India Investment II Ltd, a unit of TPG, had in 2006 acquired a 49% stake in unlisted group holding company Shriram Holding Madras Pvt Ltd (SHMPL), which currently holds 41.25% in STFC. When STFC was merged with SHMPL in December 2011, Newbridge got a 20.28% stake in the merged entity.
As per Bloomberg data, the (post-merger) acquisition cost of the 2006 deal for TPG worked out to Rs 112.75 per share.
In a bulk deal on the National Stock Exchange in February, Newbridge had sold 23.15 million STFC shares (or a 10.2% stake) to a clutch of institutional investors for Rs 1,656 crore. That deal is understood to have netted TPG a whopping 450-500% returns, or a cool Rs 1,350 crore in profit.
Shriram Transport, which logged revenues of Rs 7,014 crore and a profit after tax of Rs 1,463 crore last fiscal, had assets of over Rs 52,717 crore under management and is among India’s largest player in commercial vehicle finance with a niche presence in financing pre-owned and small truck owners.
The company has a network of 528 branches and service centres across India and is also one of the largest asset financing NBFCs in the country.
Godrej Prop readying Rs 700 crore rights issue
This story first appeared in DNA Money edition on Friday, May 10, 2013.
Godrej Properties is planning a Rs 700 crore rights issue to finance its existing and new projects across the country. While the pricing is yet to be decided, the company hopes to wrap up the issue by September. Pirojsha Godrej, managing director and CEO, Godrej Properties, said the board has approved the issue. “This issue will allow us to create necessary funding, thereby growing the portfolio very rapidly without requiring in any way to stretch our balance sheet,” he said. The company’s debt currently stands at a little under Rs 1,500 crore.
The company’s revenues in the January-March quarter of 2012-13 declined 16% to Rs 313.9 crore a year earlier. Operating profit slipped 1.56% on-year to Rs 100.4 crore though net profit grew 33.66% to Rs 53.2 crore. For the full 2012-13, revenues, bookings and net profit went up significantly by 28%, 71% and 41%, respectively, in comparison to fiscal 2012.
“Despite poor macro economic environment and relative underperformance of the real estate sector this year, our Ebitda increased 43%. In terms of bookings, we crossed $500 million in new sales,” said Godrej.
While the last fiscal saw the realtor pull off a total of 13 launches in six cities across the country, the management is confident of rolling out 15-20 new projects this fiscal. The new launches will include phases of existing projects.
Godrej said the company registered good traction in major target markets of NCR-Gurgaon (Summit), Mumbai (Platinum at Vikhroli) and Bangalore this fiscal. “At Vikhroli, we increased prices by around 40% year on year despite the market not being that strong. We sold about 400,000 sq ft during the year at E City Bangalore. Around 1 million sq ft of sales were made at the Gurgaon project in a single day,” said Godrej, who sees prices sustaining due to inflation and rising input costs for real estate companies.
Godrej Properties is planning a Rs 700 crore rights issue to finance its existing and new projects across the country. While the pricing is yet to be decided, the company hopes to wrap up the issue by September. Pirojsha Godrej, managing director and CEO, Godrej Properties, said the board has approved the issue. “This issue will allow us to create necessary funding, thereby growing the portfolio very rapidly without requiring in any way to stretch our balance sheet,” he said. The company’s debt currently stands at a little under Rs 1,500 crore.
The company’s revenues in the January-March quarter of 2012-13 declined 16% to Rs 313.9 crore a year earlier. Operating profit slipped 1.56% on-year to Rs 100.4 crore though net profit grew 33.66% to Rs 53.2 crore. For the full 2012-13, revenues, bookings and net profit went up significantly by 28%, 71% and 41%, respectively, in comparison to fiscal 2012.
“Despite poor macro economic environment and relative underperformance of the real estate sector this year, our Ebitda increased 43%. In terms of bookings, we crossed $500 million in new sales,” said Godrej.
While the last fiscal saw the realtor pull off a total of 13 launches in six cities across the country, the management is confident of rolling out 15-20 new projects this fiscal. The new launches will include phases of existing projects.
Godrej said the company registered good traction in major target markets of NCR-Gurgaon (Summit), Mumbai (Platinum at Vikhroli) and Bangalore this fiscal. “At Vikhroli, we increased prices by around 40% year on year despite the market not being that strong. We sold about 400,000 sq ft during the year at E City Bangalore. Around 1 million sq ft of sales were made at the Gurgaon project in a single day,” said Godrej, who sees prices sustaining due to inflation and rising input costs for real estate companies.
Glenmark sees sales growth slowing to 20%
This story first appeared in DNA Money edition on Thursday, May 9, 2013.
Glenmark Pharma sees its overall sales growing at a slower 20% this fiscal from the 38% pace logged in the last fiscal on account slowdown in India and delay in US drug approvals.
Glenn Saldanha, chairman and managing director, Glenmark, said the guidance for India business, too, is 18-20%.
“There is a slowdown in the India business and the IMF data for the last 4-5 months is very bad for the industry as a whole. In this environment we think an 18-20% growth number is doable because we are also adding OTC (over-the-counter), generic components and anti-diabetes drugs (Zita and Zita-Met) to these numbers, which will be significant contributors,” Saldanha on an earnings call.
Analysts said the growth guidance is in line with the projections.
Manoj Garg, pharma analyst, Edelweiss Securities, said, “If the company is anticipating 18-20% growth despite high research and development (R&D) expenditure, it’s a reasonably fair guidance. The current over 35% growth is not sustainable given the base is likely to increase coupled with slowdown in the market.”
The company said that its R&D expenditure this fiscal would be about 8.5% of net sales. While innovative R&D will see normal increase, the increase in absolute R&D spend is primarily towards the US business. The management has also earmarked capex of Rs 250 crore for the current fiscal.
Glenmark’s operating profit, excluding out-licensing income, is expected to be Rs 1,225 crore. The company expects net debt-to-Ebitda ratio to improve further this fiscal from the current 2.12. Its net debt currently stands at around Rs 2,000 crore.
The focus, the company said, will be to reduce debt from free cash with more significant merger and acquisition plans this financial year.
“We are very confident about bringing down the absolute debt number this year onwards. Free cash generation should start to be pretty substantial, going forward,” said Saldanha.
For the US business, Glenmark is expecting a more or less similar growth of 18% this fiscal, citing poor visibility and timing of US Food and Drug Administration (FDA) approvals.
“The next few years should be much better because of the filing grade and the product pipeline.
We should see better growth in the subsequent two years wherein we can expect over 25% CAGR from the US business,” Saldanha said.
Terrance Coughlin, CEO, Glenmark Generics Inc, US, said the industry as a whole is seeing a slowdown in approvals.
“For fiscal 2014, we anticipate 8-12 approvals in oral contraceptives, dermatology products and immediate release products.
Glenmark’s US pipeline comprises 53 abbrievated new drug applications (Anda) that fall into a less competitive landscape and the company is targeting to file another 20 this fiscal. “Of the total filings, 50-75% are in the niche category. We continue to focus on dermatology (derma) and oral contraceptive,” Coughlin said.
Glenmark Pharma sees its overall sales growing at a slower 20% this fiscal from the 38% pace logged in the last fiscal on account slowdown in India and delay in US drug approvals.
Glenn Saldanha, chairman and managing director, Glenmark, said the guidance for India business, too, is 18-20%.
“There is a slowdown in the India business and the IMF data for the last 4-5 months is very bad for the industry as a whole. In this environment we think an 18-20% growth number is doable because we are also adding OTC (over-the-counter), generic components and anti-diabetes drugs (Zita and Zita-Met) to these numbers, which will be significant contributors,” Saldanha on an earnings call.
Analysts said the growth guidance is in line with the projections.
Manoj Garg, pharma analyst, Edelweiss Securities, said, “If the company is anticipating 18-20% growth despite high research and development (R&D) expenditure, it’s a reasonably fair guidance. The current over 35% growth is not sustainable given the base is likely to increase coupled with slowdown in the market.”
The company said that its R&D expenditure this fiscal would be about 8.5% of net sales. While innovative R&D will see normal increase, the increase in absolute R&D spend is primarily towards the US business. The management has also earmarked capex of Rs 250 crore for the current fiscal.
Glenmark’s operating profit, excluding out-licensing income, is expected to be Rs 1,225 crore. The company expects net debt-to-Ebitda ratio to improve further this fiscal from the current 2.12. Its net debt currently stands at around Rs 2,000 crore.
The focus, the company said, will be to reduce debt from free cash with more significant merger and acquisition plans this financial year.
“We are very confident about bringing down the absolute debt number this year onwards. Free cash generation should start to be pretty substantial, going forward,” said Saldanha.
For the US business, Glenmark is expecting a more or less similar growth of 18% this fiscal, citing poor visibility and timing of US Food and Drug Administration (FDA) approvals.
“The next few years should be much better because of the filing grade and the product pipeline.
We should see better growth in the subsequent two years wherein we can expect over 25% CAGR from the US business,” Saldanha said.
Terrance Coughlin, CEO, Glenmark Generics Inc, US, said the industry as a whole is seeing a slowdown in approvals.
“For fiscal 2014, we anticipate 8-12 approvals in oral contraceptives, dermatology products and immediate release products.
Glenmark’s US pipeline comprises 53 abbrievated new drug applications (Anda) that fall into a less competitive landscape and the company is targeting to file another 20 this fiscal. “Of the total filings, 50-75% are in the niche category. We continue to focus on dermatology (derma) and oral contraceptive,” Coughlin said.
Wednesday 8 May 2013
Turnaround in AC sales keeps pace with summer heat
My colleague Nupur Anand co-authored this story first appearing in DNA Money edition on Wednesday, May 8, 2013.
Makers of air conditioners (ACs) are rejoicing as sales are zooming up, thanks to the scorching summer, unlike last year when the market de-grew 26% on-year in the January-April period.
The residential AC market alone sees sales of up to 3.5 million units annually. Dealers and manufacturers said the overall AC market is growing by about 10-12% on-year this year. They attribute the turnaround to stable prices.
Mahesh Krishnan, vice-president (consumer electronics), Samsung India, said that unlike last year, prices have remained stable this year, boosting sales. “Last year, the rupee had depreciated almost 4% and this had led to a 10-15% increase in prices, affecting demand.”
Saurabh Baisakhia, business head-AC, LG India, agreed that demand has improved. He expects it to stay strong. “Demand for LG ACs has improved by 20% on-year. Consumers are buying more energy-efficient products. So, the 4- and 5-star ACs are selling faster.”
Sanjay Mahajan, vice president-sales and marketing, Carrier Midea India, said energy-savers, though 15-25% more expensive than regular models, are viewed as ‘value for money’ by Indian consumers. For example, a typical 1.5 tonne, 3-star AC costs up to Rs 32,000, while a 5-star product could retail for Rs 37,000.
Consumers’ preference is also shifting from window ACs to split ACs. A Navi Mumbai consumer says he invested around Rs 30,000 last week on a 5-star split AC because he wanted his pet dog Toffee, an English cocker spaniel, too, to stay cool. “Heat this summer is almost unbearable. The split aircon now serves both my bedroom and the living room where Toffee relaxes.”
Krishnan of Samsung said that in south India, split ACs now account for over 90% of sales. In contrast, the window AC market has hardly seen any growth over the last few years, industry observers said. Shifting sales are forcing AC-makers to rethink their strategies. Some are either lowering or discontinuing production of window ACs. However, industry experts believe that most AC-makers will wait for at least one more year before withdrawing from this segment altogether.
Ramesh Shah, MD of Sony Mony Electronics, a retail chain, says that easy financing options and value add-ons like free installation are also driving sales. With foreign exchange and raw material costs remaining stable, the AC industry is expected to grow by 15% this fiscal, say experts.
Makers of air conditioners (ACs) are rejoicing as sales are zooming up, thanks to the scorching summer, unlike last year when the market de-grew 26% on-year in the January-April period.
The residential AC market alone sees sales of up to 3.5 million units annually. Dealers and manufacturers said the overall AC market is growing by about 10-12% on-year this year. They attribute the turnaround to stable prices.
Mahesh Krishnan, vice-president (consumer electronics), Samsung India, said that unlike last year, prices have remained stable this year, boosting sales. “Last year, the rupee had depreciated almost 4% and this had led to a 10-15% increase in prices, affecting demand.”
Saurabh Baisakhia, business head-AC, LG India, agreed that demand has improved. He expects it to stay strong. “Demand for LG ACs has improved by 20% on-year. Consumers are buying more energy-efficient products. So, the 4- and 5-star ACs are selling faster.”
Sanjay Mahajan, vice president-sales and marketing, Carrier Midea India, said energy-savers, though 15-25% more expensive than regular models, are viewed as ‘value for money’ by Indian consumers. For example, a typical 1.5 tonne, 3-star AC costs up to Rs 32,000, while a 5-star product could retail for Rs 37,000.
Consumers’ preference is also shifting from window ACs to split ACs. A Navi Mumbai consumer says he invested around Rs 30,000 last week on a 5-star split AC because he wanted his pet dog Toffee, an English cocker spaniel, too, to stay cool. “Heat this summer is almost unbearable. The split aircon now serves both my bedroom and the living room where Toffee relaxes.”
Krishnan of Samsung said that in south India, split ACs now account for over 90% of sales. In contrast, the window AC market has hardly seen any growth over the last few years, industry observers said. Shifting sales are forcing AC-makers to rethink their strategies. Some are either lowering or discontinuing production of window ACs. However, industry experts believe that most AC-makers will wait for at least one more year before withdrawing from this segment altogether.
Ramesh Shah, MD of Sony Mony Electronics, a retail chain, says that easy financing options and value add-ons like free installation are also driving sales. With foreign exchange and raw material costs remaining stable, the AC industry is expected to grow by 15% this fiscal, say experts.
Consumer cos step up rural push as polls loom
This story first appeared in DNA Money edition on Tuesday, May 7, 2013.
Consumer goods companies such as GlaxoSmithKline Consumer Healthcare, Bajaj Corp and Dabur, which cater to the $13.1 billion (Rs71,000 crore) national market, are sharpening focus on rural distribution in anticipation of higher spends.
Factors like this being a pre-general election fiscal year, expectation of normal monsoon and government initiatives like high minimum support price for agricultural produce, aimed at passing on subsidies to rural India, are all expected to increase disposable incomes and hence spends in the hinterland, which accounts for 67% (or Rs47,150 crore) of FMCG sales.
According to Ramakrishnan Subramanian, director-finance, GlaxoSmithKline Consumer, demand and response from the rural market are up. “We are targeting to reach 10,000 villages this fiscal. Our intention is to reach 50,000 villages by 2016,” he told an earnings call.
According to ruralmarketing.org, India has 6.27 lakh villages in all; and business in rural India grew about 11% on average annually over the last decade. FMCG sales are expected to grow toward $33 billion by 2015, of which $22.1 billion will be contributed by rural areas.
Harminder Sahni, founder and MD of Wazir Advisors, said, “Tractor sales last quarter were good, indicating strong rural spend. This is driving consumer goods companies to go after the rural consumers in a focused manner.”
Specialist firms are helping consumer goods makers in this regard. For instance, Mumbai-based RW Promotions works with a host of consumer goods companies in covering 2-3 villages on a daily basis.
S Venkatesh, director, RW Promotions, said, “The rural distribution push is all about tapping aspirations. As a result, pack sizes and prices are being tweaked to make the products more attractive and affordable for villagers. Though market response varies from product to product, sales every day average upwards of Rs3,000 per village.”
Distribution, therefore, has emerged as a key driver of demand. For instance, Bajaj Corp, maker of haircare products, has been driving rural distribution through van operations in states where its enjoys a high market share.
“We have close to 150 vans covering 9,000 villages on a monthly basis,” said Sumit Malhotra, MD of Bajaj Corp. The ‘drive’ has helped deepen the penetration of Bajaj Almond Drops hair oil to 27 lakh retail outlets across India. “Almost 40% of our value sales are coming from rural markets,” he said.
After creating a strong distribution network last year, Dabur India, maker of fruit juices, wellness products, oral, skin and haircare, initiated ‘Project Double’ wherein it not only doubled its direct reach from 14,865 villages to 30,091 but also improved the quality of coverage.
This meant that even villages with a population of no more than 3,000 each across ten states, representing 72-75% of the rural FMCG potential, now have access to Dabur products.
Consumer goods companies such as GlaxoSmithKline Consumer Healthcare, Bajaj Corp and Dabur, which cater to the $13.1 billion (Rs71,000 crore) national market, are sharpening focus on rural distribution in anticipation of higher spends.
Factors like this being a pre-general election fiscal year, expectation of normal monsoon and government initiatives like high minimum support price for agricultural produce, aimed at passing on subsidies to rural India, are all expected to increase disposable incomes and hence spends in the hinterland, which accounts for 67% (or Rs47,150 crore) of FMCG sales.
According to Ramakrishnan Subramanian, director-finance, GlaxoSmithKline Consumer, demand and response from the rural market are up. “We are targeting to reach 10,000 villages this fiscal. Our intention is to reach 50,000 villages by 2016,” he told an earnings call.
According to ruralmarketing.org, India has 6.27 lakh villages in all; and business in rural India grew about 11% on average annually over the last decade. FMCG sales are expected to grow toward $33 billion by 2015, of which $22.1 billion will be contributed by rural areas.
Harminder Sahni, founder and MD of Wazir Advisors, said, “Tractor sales last quarter were good, indicating strong rural spend. This is driving consumer goods companies to go after the rural consumers in a focused manner.”
Specialist firms are helping consumer goods makers in this regard. For instance, Mumbai-based RW Promotions works with a host of consumer goods companies in covering 2-3 villages on a daily basis.
S Venkatesh, director, RW Promotions, said, “The rural distribution push is all about tapping aspirations. As a result, pack sizes and prices are being tweaked to make the products more attractive and affordable for villagers. Though market response varies from product to product, sales every day average upwards of Rs3,000 per village.”
Distribution, therefore, has emerged as a key driver of demand. For instance, Bajaj Corp, maker of haircare products, has been driving rural distribution through van operations in states where its enjoys a high market share.
“We have close to 150 vans covering 9,000 villages on a monthly basis,” said Sumit Malhotra, MD of Bajaj Corp. The ‘drive’ has helped deepen the penetration of Bajaj Almond Drops hair oil to 27 lakh retail outlets across India. “Almost 40% of our value sales are coming from rural markets,” he said.
After creating a strong distribution network last year, Dabur India, maker of fruit juices, wellness products, oral, skin and haircare, initiated ‘Project Double’ wherein it not only doubled its direct reach from 14,865 villages to 30,091 but also improved the quality of coverage.
This meant that even villages with a population of no more than 3,000 each across ten states, representing 72-75% of the rural FMCG potential, now have access to Dabur products.
Sunday 5 May 2013
British healthcare firms eye India opportunities
This story first appeared in DNA Money edition on Saturday, May 4, 2013.
A high-powered British delegation, comprising Kenneth Clarke, senior British Cabinet minister and the prime minister’s trade envoy for healthcare, is headed for India to explore ways and means of working together in healthcare and allied space. They will be in Mumbai and Chennai on May 6-7, 2013.
In all, there will be 23 companies, including London Ambulance Service, Serco, TPP, Royal Free Hospital, BMJ, King’s College Hospital and Healthcare UK, and 30 delegates accompanying Clarke.
“Some of the prominent British companies are now being drawn to India to return the favour in kind. As a result of the National Health Service (NHS), people in Britain have some of the fastest access to general practitioners (GPs) in the world, the best coordinated care, and they suffer from the fewest medical errors,” he said.
In Mumbai, Clarke and the delegation are slated to meet state health minister Suresh Shetty and health ministry officials. They will also visit some of the prominent healthcare establishments viz. Healthspring and Global Hospitals. The Mumbai visit, in fact, is a build-up to the British PM David Cameron’s India visit earlier in February.
A high-powered British delegation, comprising Kenneth Clarke, senior British Cabinet minister and the prime minister’s trade envoy for healthcare, is headed for India to explore ways and means of working together in healthcare and allied space. They will be in Mumbai and Chennai on May 6-7, 2013.
In all, there will be 23 companies, including London Ambulance Service, Serco, TPP, Royal Free Hospital, BMJ, King’s College Hospital and Healthcare UK, and 30 delegates accompanying Clarke.
“Some of the prominent British companies are now being drawn to India to return the favour in kind. As a result of the National Health Service (NHS), people in Britain have some of the fastest access to general practitioners (GPs) in the world, the best coordinated care, and they suffer from the fewest medical errors,” he said.
In Mumbai, Clarke and the delegation are slated to meet state health minister Suresh Shetty and health ministry officials. They will also visit some of the prominent healthcare establishments viz. Healthspring and Global Hospitals. The Mumbai visit, in fact, is a build-up to the British PM David Cameron’s India visit earlier in February.
Despite offers, residential sales stay sluggish
This story first appeared in DNA Money edition on Saturday, May 4, 2013.
The residential real estate sector in India continues to witness a lull despite discounts and schemes on offer by developers.
Sales in Mumbai Metropolitan Region (MMR) grew a mere 1% to 10.45 million square feet in January-March quarter from 10.3 msf in the preceding quarter, while they declined in Hyderabad and Pune, according to Liases Foras Real Estate Rating & Research.
Only National Capital Region (NCR) and Chennai markets saw 24% and 36% rise in sales, respectively.
Pankaj Kapoor, managing director, Liases Foras, said, “Residential sales in Bangalore and Pune decline by 16% and 7%, respectively, while Hyderabad presented a gloomy picture with sales plunging 46% sequentially.”
Housing prices rose across cities, with the highest increase seen in Bangalore at 6% to Rs 5,004 in Q4 over the preceding quarter.
The Mumbai market saw price gain of 3%.
Pune and Bangalore markets suffered mainly due to escalation in prices.
The sluggish IT industry in these markets indicated the private equity investments, cash-out deals and high land valuations were the main reasons for price rise.
On the whole, the price of new supply was lower than that of existing supply.
While the Mumbai market saw maximum number of launches, NCR, Pune, Hyderabad and Bangalore showed significant shrinkage in their numbers.
“Maximum new supply in MMR is in the cost range of Rs 1-2 crore and it is affordable housing that led the pack in NCR. Other markets saw a mix of budget and affordable housing in terms of new supply,” Kapoor said.
“With unabated price rises and limited launches this quarter, it remains to be seen whether the cash strapped developers are successful in selling out their existing unsold stock with the prevalent schemes and waivers. The lowering of interest rates would also prove to be a boon in the long run,” said Kapoor.
While inventories declined in Chennai and NCR markets, Hyderabad painted a dismal picture with inventories at 49 months compared with 23 in the preceding quarter.
The residential real estate sector in India continues to witness a lull despite discounts and schemes on offer by developers.
Sales in Mumbai Metropolitan Region (MMR) grew a mere 1% to 10.45 million square feet in January-March quarter from 10.3 msf in the preceding quarter, while they declined in Hyderabad and Pune, according to Liases Foras Real Estate Rating & Research.
Only National Capital Region (NCR) and Chennai markets saw 24% and 36% rise in sales, respectively.
Pankaj Kapoor, managing director, Liases Foras, said, “Residential sales in Bangalore and Pune decline by 16% and 7%, respectively, while Hyderabad presented a gloomy picture with sales plunging 46% sequentially.”
Housing prices rose across cities, with the highest increase seen in Bangalore at 6% to Rs 5,004 in Q4 over the preceding quarter.
The Mumbai market saw price gain of 3%.
Pune and Bangalore markets suffered mainly due to escalation in prices.
The sluggish IT industry in these markets indicated the private equity investments, cash-out deals and high land valuations were the main reasons for price rise.
On the whole, the price of new supply was lower than that of existing supply.
While the Mumbai market saw maximum number of launches, NCR, Pune, Hyderabad and Bangalore showed significant shrinkage in their numbers.
“Maximum new supply in MMR is in the cost range of Rs 1-2 crore and it is affordable housing that led the pack in NCR. Other markets saw a mix of budget and affordable housing in terms of new supply,” Kapoor said.
“With unabated price rises and limited launches this quarter, it remains to be seen whether the cash strapped developers are successful in selling out their existing unsold stock with the prevalent schemes and waivers. The lowering of interest rates would also prove to be a boon in the long run,” said Kapoor.
While inventories declined in Chennai and NCR markets, Hyderabad painted a dismal picture with inventories at 49 months compared with 23 in the preceding quarter.
GlaxoSmithKline Consumer Healthcare steps up capex plan
This story first appeared in DNA Money edition on Friday, May 3, 2013.
GlaxoSmithKline Consumer Healthcare is significantly stepping up its capex as it plans to spend this fiscal the combined amount it spent in the last three years.
“Money will be spent on balancing equipment at some our factories at Nabha, Rajahmundry and Sonepat, thereby increasing throughput there. Then we have various cost engineering projects in addition to acquiring office space to house new employees,” Ramakrishnan Subramanian, director-finance, said on an earnings call.
For the first quarter of this fiscal, GSK reported a 20% year-on-year increase in net profit at Rs 156.41 crore, while sales rose 16% to 975.38 crore. GSK in the last three years spent around Rs 250 crore towards capex, including for a plant in Sonepat, Haryana.
“This year again we have a Rs 250 crore plan because of a lot of other things, including the office which is a huge expenditure for the company,” said another official.
The company would add more outlets to its distribution reach of 8 lakh outlets this year and focus on rural markets. “Our intention is to reach 50,000 villages by 2016,” said Subramanian.
With competition getting aggressive and doling out heavy discounts, GSK has adopted a different approach to tackle the situation. “We are focusing more on brand building activities coupled with introduction of premium products,” said Subramanian.
GlaxoSmithKline Consumer Healthcare is significantly stepping up its capex as it plans to spend this fiscal the combined amount it spent in the last three years.
“Money will be spent on balancing equipment at some our factories at Nabha, Rajahmundry and Sonepat, thereby increasing throughput there. Then we have various cost engineering projects in addition to acquiring office space to house new employees,” Ramakrishnan Subramanian, director-finance, said on an earnings call.
For the first quarter of this fiscal, GSK reported a 20% year-on-year increase in net profit at Rs 156.41 crore, while sales rose 16% to 975.38 crore. GSK in the last three years spent around Rs 250 crore towards capex, including for a plant in Sonepat, Haryana.
“This year again we have a Rs 250 crore plan because of a lot of other things, including the office which is a huge expenditure for the company,” said another official.
The company would add more outlets to its distribution reach of 8 lakh outlets this year and focus on rural markets. “Our intention is to reach 50,000 villages by 2016,” said Subramanian.
With competition getting aggressive and doling out heavy discounts, GSK has adopted a different approach to tackle the situation. “We are focusing more on brand building activities coupled with introduction of premium products,” said Subramanian.
Cabinet clears Phase-III FM radio auction
My colleague Priyanka Sahay co-authored this story appearing in DNA Money edition on Thursday, May 2, 2013.
The Cabinet on Wednesday approved the empowered group of ministers' (EGoM's) decision to e-auction 839 FM radio channels in 294 cities through private agencies. This ends the over two-year-long wait for the third phase of expansion of the private FM radio network (FM-3) in the country. The new FM radio frequencies will be opened for cities with a population of above one lakh. Currently, 86 cities are covered by FM radio services.
Wednesday's decision is part of amendments to the policy guidelines for the third phase of FM expansion, said finance minister P Chidambaram.
The migration fee, to be decided after consultations with telecom regulator Trai, will be charged from existing operators upon their migration from Phase-II to Phase-III. The specific departures from the Request for Proposals (RFP) format followed by the Department of Telecommunications (DoT) for auction of 3G and broadband wireless access spectrum proposed by the EGoM — circulated as annexure to the agenda note — for the FM radio auction were also approved with some amendments.
It has also been decided that the additional channels that may become available due to a reduction in the inter-channel spacing to 400 KHz from 800 KHz earlier could be considered subsequently, after feasibility studies are completed.
FM radio players hailed the Cabinet decision.
"We are looking forward to a fair and transparent e-auction. Our investment decisions will be driven by payback and IRR (internal rate of return) and the future projected growth of key markets," said Tarun Katial, CEO, Reliance Broadcast Network Ltd, whose '92.7 Big FM' radio reaches 45 cities and over 1,200 towns.
Apurva Purohit, CEO, Music Broadcast (RadioCity 91.1), was also gung-ho. "Being a pan-India player, we will certainly be looking to expand our footprint," she said.
Purohit, in fact, said her company has already worked out details like investment during the bidding process and capital expenditure. "We are a debt-free company with strong backing of financial institutions and private equity investors."
Similarly, 94.3 MY FM officials said they are ready for the e-auctions. Their focus will be only on Tier II and Tier III towns where the company already has a presence through its print business. "Being part of D B Corp which has an impressive cash balance, we should be able to meet the capex requirement through internal accruals," said an official.
In order to prevent monopoly, no group will be allowed to have more than 15% of all the channels, except in the North-East, Jammu and Kashmir and some Union Territories.
Uday Kumar Varma, secretary to the information and broadcasting ministry, had said earlier that the government will earn a revenue of Rs 1,500 crore from the e-auction which is expected to be completed in one year.
A CII-Ernst & Young report said earlier this year that the FM radio segment is expected to grow by Rs 2,300 crore at a compounded annual growth rate of 18% within three years after Phase-III.
The Cabinet on Wednesday approved the empowered group of ministers' (EGoM's) decision to e-auction 839 FM radio channels in 294 cities through private agencies. This ends the over two-year-long wait for the third phase of expansion of the private FM radio network (FM-3) in the country. The new FM radio frequencies will be opened for cities with a population of above one lakh. Currently, 86 cities are covered by FM radio services.
Wednesday's decision is part of amendments to the policy guidelines for the third phase of FM expansion, said finance minister P Chidambaram.
The migration fee, to be decided after consultations with telecom regulator Trai, will be charged from existing operators upon their migration from Phase-II to Phase-III. The specific departures from the Request for Proposals (RFP) format followed by the Department of Telecommunications (DoT) for auction of 3G and broadband wireless access spectrum proposed by the EGoM — circulated as annexure to the agenda note — for the FM radio auction were also approved with some amendments.
It has also been decided that the additional channels that may become available due to a reduction in the inter-channel spacing to 400 KHz from 800 KHz earlier could be considered subsequently, after feasibility studies are completed.
FM radio players hailed the Cabinet decision.
"We are looking forward to a fair and transparent e-auction. Our investment decisions will be driven by payback and IRR (internal rate of return) and the future projected growth of key markets," said Tarun Katial, CEO, Reliance Broadcast Network Ltd, whose '92.7 Big FM' radio reaches 45 cities and over 1,200 towns.
Apurva Purohit, CEO, Music Broadcast (RadioCity 91.1), was also gung-ho. "Being a pan-India player, we will certainly be looking to expand our footprint," she said.
Purohit, in fact, said her company has already worked out details like investment during the bidding process and capital expenditure. "We are a debt-free company with strong backing of financial institutions and private equity investors."
Similarly, 94.3 MY FM officials said they are ready for the e-auctions. Their focus will be only on Tier II and Tier III towns where the company already has a presence through its print business. "Being part of D B Corp which has an impressive cash balance, we should be able to meet the capex requirement through internal accruals," said an official.
In order to prevent monopoly, no group will be allowed to have more than 15% of all the channels, except in the North-East, Jammu and Kashmir and some Union Territories.
Uday Kumar Varma, secretary to the information and broadcasting ministry, had said earlier that the government will earn a revenue of Rs 1,500 crore from the e-auction which is expected to be completed in one year.
A CII-Ernst & Young report said earlier this year that the FM radio segment is expected to grow by Rs 2,300 crore at a compounded annual growth rate of 18% within three years after Phase-III.
Cyrus P Mistry gets a younger council to helm Tata Sons
This story first appeared in DNA Money edition on Wednesday, May 1, 2013.
In the first major organisational restructuring since Cyrus P Mistry took the reins, Tata Sons, the holding firm of the over-$100 billion salt-to-software Tata Group, on Tuesday announced the formation of a group executive council (GEC), which will provide strategic and operational support to the chairman.
The GEC, set up under the aegis of the Tata Sons board, will assume the roles and responsibilities earlier performed by the group corporate centre (GCC) and group executive office (GEO) and will report directly to Mistry, the company said in a release.
It would be chaired by Mistry and comprise top executives of the group, including the newly appointed group chief human resources officer N S Rajan effective May 9.
Rajan replaces Satish Pradhan, who was earlier the executive vice-president in charge of group human resources at Tata Sons.
Among the initial members of the GEC are Mukund Govind Rajan, who will oversee brand, communication, ethics and corporate social responsibility and Madhu Kannan, who will head business development and public affairs.
“Other appointees to the GEC will be announced in due course,” the release said.
The GEC members will be assigned responsibilities by the chairman to lead various strategic functions, besides serving as nominees of Tata Sons on the boards of group companies.
The agenda of the GEC, Tata Sons said in the release, will include, “return on investment with a long-term perspective; support for and shaping of the agenda for philanthropy; preserving and enhancing the reputation of the Tata name; defining and driving a Tata way of working for group companies; and playing a proactive role so that the group fulfils its responsibility as a global corporate citizen”.
The move brings down the average age of the advisory council by around 20 years, said experts.
“The new council comprises younger professionals who are very much his age. Besides being talented, the new council members are of a different mindset, will bring in fresh thoughts and are more in tune with the way the new Tata Sons chairman would like to seek advice,” said Gita Piramal, business historian and author of Business Maharajas. She described the move as “standard procedure” in large corporate houses every time there is a change at the top-most management position.
Comparing Mistry’s approach with that of Ratan Tata’s, Piramal said Tata had inherited a less cohesive group. “Over the decades that he was head of the group, the first part went in welding it together,” she said.
In comparison, Aditya Birla inherited a very cohesive group and he brought in people of his age, said Piramal. “Kumar Birla inherited at a time when the group was in the execution stage because a lot of new projects were initiated and then unfortunately Aditya Birla passed away. At that juncture, Kumar Birla brought in a few people but he kept the old people to ensure smooth flow of the already commissioned projects,” she said.
“So I’d say Cyrus Mistry is where Aditya Birla was.”
In the first major organisational restructuring since Cyrus P Mistry took the reins, Tata Sons, the holding firm of the over-$100 billion salt-to-software Tata Group, on Tuesday announced the formation of a group executive council (GEC), which will provide strategic and operational support to the chairman.
The GEC, set up under the aegis of the Tata Sons board, will assume the roles and responsibilities earlier performed by the group corporate centre (GCC) and group executive office (GEO) and will report directly to Mistry, the company said in a release.
It would be chaired by Mistry and comprise top executives of the group, including the newly appointed group chief human resources officer N S Rajan effective May 9.
Rajan replaces Satish Pradhan, who was earlier the executive vice-president in charge of group human resources at Tata Sons.
Among the initial members of the GEC are Mukund Govind Rajan, who will oversee brand, communication, ethics and corporate social responsibility and Madhu Kannan, who will head business development and public affairs.
“Other appointees to the GEC will be announced in due course,” the release said.
The GEC members will be assigned responsibilities by the chairman to lead various strategic functions, besides serving as nominees of Tata Sons on the boards of group companies.
The agenda of the GEC, Tata Sons said in the release, will include, “return on investment with a long-term perspective; support for and shaping of the agenda for philanthropy; preserving and enhancing the reputation of the Tata name; defining and driving a Tata way of working for group companies; and playing a proactive role so that the group fulfils its responsibility as a global corporate citizen”.
The move brings down the average age of the advisory council by around 20 years, said experts.
“The new council comprises younger professionals who are very much his age. Besides being talented, the new council members are of a different mindset, will bring in fresh thoughts and are more in tune with the way the new Tata Sons chairman would like to seek advice,” said Gita Piramal, business historian and author of Business Maharajas. She described the move as “standard procedure” in large corporate houses every time there is a change at the top-most management position.
Comparing Mistry’s approach with that of Ratan Tata’s, Piramal said Tata had inherited a less cohesive group. “Over the decades that he was head of the group, the first part went in welding it together,” she said.
In comparison, Aditya Birla inherited a very cohesive group and he brought in people of his age, said Piramal. “Kumar Birla inherited at a time when the group was in the execution stage because a lot of new projects were initiated and then unfortunately Aditya Birla passed away. At that juncture, Kumar Birla brought in a few people but he kept the old people to ensure smooth flow of the already commissioned projects,” she said.
“So I’d say Cyrus Mistry is where Aditya Birla was.”
How Tata Group is harnessing the innovation within
This story first appeared in DNA Money edition on April 29, 2013.
Last year, Tanishq, the jewellery arm of Titan Industries, was faced with a daunting task. It wanted to ramp up capacity for making gold coins using powder metallurgy technology. But an intermediate step in the process posed a roadblock – removing moisture from gold powder.
The process typically took 16 hours because of the type of furnaces used in the gold industry. To ramp up capacity, Tanishq would have to either set up more furnaces or look for an alternative method to really speed up the process.
It posted the challenge on Tata InnoVerse, the Tata Group’s in-house networking platform, created by the Tata Group Innovation Forum (TGIF), which was instituted in 2007 under the umbrella of Tata Quality Management Services (TQMS).
“The solution came (within the 40-day window offered for responses) from a manager at Tata Housing who, using his experience in the pharmaceutical industry, suggested using fluid bed dryers,” says Mukund Govind Rajan, brand custodian and chief ethics officer, Tata Sons.
The drying time is down to barely an hour today. “That’s an example of how the process works and the value of creating this kind of platform,” says Rajan.
Another interesting idea came from a young employee at Tata Teleservices, who questioned the need for going to an optician for eye-testing as against doing it sitting at home.
“It was a great idea, resulting in the creation of an internet-based method for eye-testing. The idea has travelled from being a concept to final implementation in the last 12 months,” says Ravi Arora, vice-president, innovation, TQMS, Tata Sons. Going by him, some 4 lakh people are using the online testing methodology already.
Harnessing such innovative ideas across Tata group companies is Tata InnoVerse. In the last three years, the platform has generated 33,500 ideas, of which 1,976 were selected and 265 eventually implemented.
Going by Rajan, a good 42% of the ideas of Tata InnoVerse came from outside the Tata company concerned, “which clearly indicates the way collaborations across the group are really finding ways.”
The second vehicle TGIF created last year is a bi-annual programme called Challenges Worth Solving (CWS), which was piloted last year and is in its first year of implementation.
According to Sunil Sinha, chief - group quality management services, Tata Sons, a focused group of top management across Tata companies is involved in identification of challenges and selecting the solutions. “This year, 28 challenges were posted on CWS by senior Tata leadership. These generated 3,764 ideas, of which, eventually, 25 were selected for implementation,” says Sinha.
To be sure, chairman Cyrus Mistry has harped on innovation – besides customer centricity – as a means to differentiation in the market place.
The group currently spends a little over $2 billion (Rs 11,000 crore), or 2% of its total revenues, on research and development (R&D). While it hopes to increase its R&D spend in the coming year, a lot of focus will also be laid on identification and optimisation of the big impact ideas for the benefit of the company.
“In the first 3-4 years, we looked at numbers because we wanted people to think creatively. The numbers have significantly increased from 100-odd in 2007 to almost 3,000 entries in 2013. Now the time has come to look at the quality of innovation/ ideas that can have a greater impact,” says Sinha
Last year, Tanishq, the jewellery arm of Titan Industries, was faced with a daunting task. It wanted to ramp up capacity for making gold coins using powder metallurgy technology. But an intermediate step in the process posed a roadblock – removing moisture from gold powder.
The process typically took 16 hours because of the type of furnaces used in the gold industry. To ramp up capacity, Tanishq would have to either set up more furnaces or look for an alternative method to really speed up the process.
It posted the challenge on Tata InnoVerse, the Tata Group’s in-house networking platform, created by the Tata Group Innovation Forum (TGIF), which was instituted in 2007 under the umbrella of Tata Quality Management Services (TQMS).
“The solution came (within the 40-day window offered for responses) from a manager at Tata Housing who, using his experience in the pharmaceutical industry, suggested using fluid bed dryers,” says Mukund Govind Rajan, brand custodian and chief ethics officer, Tata Sons.
The drying time is down to barely an hour today. “That’s an example of how the process works and the value of creating this kind of platform,” says Rajan.
Another interesting idea came from a young employee at Tata Teleservices, who questioned the need for going to an optician for eye-testing as against doing it sitting at home.
“It was a great idea, resulting in the creation of an internet-based method for eye-testing. The idea has travelled from being a concept to final implementation in the last 12 months,” says Ravi Arora, vice-president, innovation, TQMS, Tata Sons. Going by him, some 4 lakh people are using the online testing methodology already.
Harnessing such innovative ideas across Tata group companies is Tata InnoVerse. In the last three years, the platform has generated 33,500 ideas, of which 1,976 were selected and 265 eventually implemented.
Going by Rajan, a good 42% of the ideas of Tata InnoVerse came from outside the Tata company concerned, “which clearly indicates the way collaborations across the group are really finding ways.”
The second vehicle TGIF created last year is a bi-annual programme called Challenges Worth Solving (CWS), which was piloted last year and is in its first year of implementation.
According to Sunil Sinha, chief - group quality management services, Tata Sons, a focused group of top management across Tata companies is involved in identification of challenges and selecting the solutions. “This year, 28 challenges were posted on CWS by senior Tata leadership. These generated 3,764 ideas, of which, eventually, 25 were selected for implementation,” says Sinha.
To be sure, chairman Cyrus Mistry has harped on innovation – besides customer centricity – as a means to differentiation in the market place.
The group currently spends a little over $2 billion (Rs 11,000 crore), or 2% of its total revenues, on research and development (R&D). While it hopes to increase its R&D spend in the coming year, a lot of focus will also be laid on identification and optimisation of the big impact ideas for the benefit of the company.
“In the first 3-4 years, we looked at numbers because we wanted people to think creatively. The numbers have significantly increased from 100-odd in 2007 to almost 3,000 entries in 2013. Now the time has come to look at the quality of innovation/ ideas that can have a greater impact,” says Sinha
Wednesday 1 May 2013
'Ad agencies see themselves as large businesses, not consultancies. Now, that's bad'
This Q&A first appeared in DNA Money edition on March 21, 2013.
Sam Balsara, Chairman and Managing Director of Madison World, recounts the media major's journey over the last 25 years and the road ahead. Excerpts from an interview:
A phenomenal 25 years in business for a home-grown media agency. How does it feel to have travelled so far?
Most people start on their own, because there arises a burning desire to do something independent, to be their own boss and drive their own destiny. I must confess the reason I started Madison was not quite that: because I thought a good agency is a small agency with a few large clients; and Mudra, the agency that I worked for then, wanted to become India’s largest agency -- and I felt that I was neither capable nor mentally suited to help the agency reach its goal.
Looking back, is there anything you would have liked to change in Madison World?
In retrospect, I should have focused a lot more on the creative aspect when we were full-service agency and subsequently. Because of my background, I tended to focus a little more on strategy, which I thought should be the foundation and pillar for any communication. That clearly was a mistake. In hindsight, also not focusing and, in fact, decrying scam work that wins awards was also a mistake!
And what have been the highlights?
I would say the three key pillars of Madison success have been these: Not spreading ourselves too thin in the early foundation years. We did not accept any new client for the first four years of our existence. Our early focus on media, when not too many others focused on it. Our adopting the concept of specialisation in the communication business, having seen it work in media area and applying it to other areas like PR (public relations), outdoor, BTL (below-the-line), rural, so on.
You started in 1988. What was your vision for Madison then? How much of it have you achieved?
I must confess I am a little more focused on doing a job well today based on some principles and value systems, rather than get excited by long-term vision. Long-term vision may be necessary for large organisations, but for a small hardworking, performance-oriented agency like Madison, it is the here and now that matters.
How has Madison's business fared when compared with domestic and international peers?
It has fared reasonably well. We have had our fair share of successes and knocks.
The Indian advertising industry has changed drastically in the last two decades. How has this change impacted Madison?
Yes, there have been substantial changes. The biggest change is that, from agencies viewing themselves as professional consultancies, they have begun to view themselves as large businesses in their own right. This, according to me, has led to weakening of bonds in agency-client relationships and I don’t think this change has been in the interest of either the client or the agency.
Global advertising giants have pitched their tents in India. How challenging has the market become for agencies such as Madison?
Clients are constantly under pressure and the competition that they face is increasing day by day. My experience has been that they want to deal with a partner who can best help them reach their objective.
Of late, the market has witnessed significant inorganic action, especially in the digital space. Is Madison considering acquisitions as well?
We do receive proposals from time to time from other agencies and we evaluate them. Our view on digital has been, and continues to be, that we want the digital function within Madison Media and our planners to be digital-savvy. Just acquiring a digital agency and letting it run as a separate unit neither helps our clients nor us. Nor does it enable us to improve the quality of our service. It does not offer expertise to our clients either. It may help our topline and bottomline, but Madison is not about that.
You have recently said that consumption is not increasing in spite of high marketing spends by the corporate sector. Do you see this changing in the near future?
Yes, given the intense fragmentation that is taking place in media area, especially in TV, and given the increasing competition that marketers are facing, return on the advertising rupee spent has been going down. Also, today you require far more carefully crafted strategies to ensure that return on investment is maintained. A few years earlier, it was enough to just advertise -- rightly or wrongly -- and you could get positive results. Today, it is not so.
What is Madison World's overall billing and market share like in India?
Madison World’s gross media billing including outdoor would be in the range of Rs 3,000 crore. Our market share according to a RECMA 2011 report, without counting (partner) Mediacom, is 11.2%; with Mediacom, it is 17.7%.
Does the possibility of being bought over by competition faze you?
Anything is possible in today’s world. Who would have imagined five years ago that we would have an independent joint venture with Mediacom where we own 51%?
Where do you see Madison World another 25 years from now?
'Younger and wiser'.
Have you considered putting together a succession plan for the company?
Most succession plans in the agency world go awry and create unnecessary disruption.
Do you foresee Lara Balsara taking over the reins?
Lara Balsara is a substantial shareholder of all group companies. Madison is a meritocracy and will be led by the most capable person available at the time. That person need not be a shareholder. However, if that person is also a shareholder, so be it.
Sam Balsara, Chairman and Managing Director of Madison World, recounts the media major's journey over the last 25 years and the road ahead. Excerpts from an interview:
A phenomenal 25 years in business for a home-grown media agency. How does it feel to have travelled so far?
Most people start on their own, because there arises a burning desire to do something independent, to be their own boss and drive their own destiny. I must confess the reason I started Madison was not quite that: because I thought a good agency is a small agency with a few large clients; and Mudra, the agency that I worked for then, wanted to become India’s largest agency -- and I felt that I was neither capable nor mentally suited to help the agency reach its goal.
Looking back, is there anything you would have liked to change in Madison World?
In retrospect, I should have focused a lot more on the creative aspect when we were full-service agency and subsequently. Because of my background, I tended to focus a little more on strategy, which I thought should be the foundation and pillar for any communication. That clearly was a mistake. In hindsight, also not focusing and, in fact, decrying scam work that wins awards was also a mistake!
And what have been the highlights?
I would say the three key pillars of Madison success have been these: Not spreading ourselves too thin in the early foundation years. We did not accept any new client for the first four years of our existence. Our early focus on media, when not too many others focused on it. Our adopting the concept of specialisation in the communication business, having seen it work in media area and applying it to other areas like PR (public relations), outdoor, BTL (below-the-line), rural, so on.
You started in 1988. What was your vision for Madison then? How much of it have you achieved?
I must confess I am a little more focused on doing a job well today based on some principles and value systems, rather than get excited by long-term vision. Long-term vision may be necessary for large organisations, but for a small hardworking, performance-oriented agency like Madison, it is the here and now that matters.
How has Madison's business fared when compared with domestic and international peers?
It has fared reasonably well. We have had our fair share of successes and knocks.
The Indian advertising industry has changed drastically in the last two decades. How has this change impacted Madison?
Yes, there have been substantial changes. The biggest change is that, from agencies viewing themselves as professional consultancies, they have begun to view themselves as large businesses in their own right. This, according to me, has led to weakening of bonds in agency-client relationships and I don’t think this change has been in the interest of either the client or the agency.
Global advertising giants have pitched their tents in India. How challenging has the market become for agencies such as Madison?
Clients are constantly under pressure and the competition that they face is increasing day by day. My experience has been that they want to deal with a partner who can best help them reach their objective.
Of late, the market has witnessed significant inorganic action, especially in the digital space. Is Madison considering acquisitions as well?
We do receive proposals from time to time from other agencies and we evaluate them. Our view on digital has been, and continues to be, that we want the digital function within Madison Media and our planners to be digital-savvy. Just acquiring a digital agency and letting it run as a separate unit neither helps our clients nor us. Nor does it enable us to improve the quality of our service. It does not offer expertise to our clients either. It may help our topline and bottomline, but Madison is not about that.
You have recently said that consumption is not increasing in spite of high marketing spends by the corporate sector. Do you see this changing in the near future?
Yes, given the intense fragmentation that is taking place in media area, especially in TV, and given the increasing competition that marketers are facing, return on the advertising rupee spent has been going down. Also, today you require far more carefully crafted strategies to ensure that return on investment is maintained. A few years earlier, it was enough to just advertise -- rightly or wrongly -- and you could get positive results. Today, it is not so.
What is Madison World's overall billing and market share like in India?
Madison World’s gross media billing including outdoor would be in the range of Rs 3,000 crore. Our market share according to a RECMA 2011 report, without counting (partner) Mediacom, is 11.2%; with Mediacom, it is 17.7%.
Does the possibility of being bought over by competition faze you?
Anything is possible in today’s world. Who would have imagined five years ago that we would have an independent joint venture with Mediacom where we own 51%?
Where do you see Madison World another 25 years from now?
'Younger and wiser'.
Have you considered putting together a succession plan for the company?
Most succession plans in the agency world go awry and create unnecessary disruption.
Do you foresee Lara Balsara taking over the reins?
Lara Balsara is a substantial shareholder of all group companies. Madison is a meritocracy and will be led by the most capable person available at the time. That person need not be a shareholder. However, if that person is also a shareholder, so be it.
Thursday 25 April 2013
Digitisation to help Dish TV post a net profit this fiscal
This story first appeared in DNA Money edition on Wednesday, April 24, 2013.
Dish TV, India’s largest direct-to-home service provider, is set to turn net-profit positive this fiscal on the back of subscriber growth and improvement in average revenue per user (Arpu).
The company’s ability to generate good free cash flow will help it achieve this feat.
Suresh A Mahadevan and Varun Ahuja, analysts, UBS Securities India, said in a company note that Dish TV had already generated Rs60 crore of free cash flow (FCF) in the first nine months of fiscal 2013. “We believe the company will continue to generate FCF and expect it to generate FCF of around Rs100 crore in fiscal 2014. Further, we expect the company to turn net income positive from fiscal 2014,” the analysts said.
The said FCF generation coupled with net income breaking even is likely to drive a re-rating.
Dish TV officials couldn’t be reached for a comment.
With Phases I and II of digitisation progressing well, the ensuing phases (III and IV) are being seen by the analysts as very important for Dish TV on two accounts. One, the market size for the balance two phases is substantial with around 80-90 million households. Two, the absence of big multi-system operators (MSOs) in these phases. As a result, Dish TV’s net subscriber base is expected to reach 15.5 million by fiscal 2016, up from 10.5 million as of December 2012.
“Dish TV would emerge as one of the beneficiaries of digitisation given its leadership position in the sector. The recent move by DTH operators to increase the prices of set-top boxes (STBs) and base packages indicates the emergence of pricing power, which bodes well for Dish TV,” the analysts said.
They also expect Dish TV’s revenue to grow at a three-year compounded annual growth rate (CAGR) of 22%. The companys operating profit margins are likely to expand 3.5% by fiscal 2016 as the company benefits from the implementation of digitisation (Phases 3 and 4).
This, the UBS analysts said, is likely to aid subscriber growth and Arpu improvement.
Digitisation is also expected to boost Arpu that is pegged to grow at a CAGR of 9% over the next three years as overall tariffs move up and customers move the tariff curve (higher packages, HD etc). Earlier this month, Dish TV had announced a Rs 20 hike in its base package thus aiding Arpu improvement in fiscal 2014.
“We believe a pick-up in Arpu is the key for a stock re-rating as the improvement would result in higher profitability. The company’s Arpu has grown at a CAGR of 4% over the past three years,” the analysts said.
Follow me on twitter @ashishktiwari.
Dish TV, India’s largest direct-to-home service provider, is set to turn net-profit positive this fiscal on the back of subscriber growth and improvement in average revenue per user (Arpu).
The company’s ability to generate good free cash flow will help it achieve this feat.
Suresh A Mahadevan and Varun Ahuja, analysts, UBS Securities India, said in a company note that Dish TV had already generated Rs60 crore of free cash flow (FCF) in the first nine months of fiscal 2013. “We believe the company will continue to generate FCF and expect it to generate FCF of around Rs100 crore in fiscal 2014. Further, we expect the company to turn net income positive from fiscal 2014,” the analysts said.
The said FCF generation coupled with net income breaking even is likely to drive a re-rating.
Dish TV officials couldn’t be reached for a comment.
With Phases I and II of digitisation progressing well, the ensuing phases (III and IV) are being seen by the analysts as very important for Dish TV on two accounts. One, the market size for the balance two phases is substantial with around 80-90 million households. Two, the absence of big multi-system operators (MSOs) in these phases. As a result, Dish TV’s net subscriber base is expected to reach 15.5 million by fiscal 2016, up from 10.5 million as of December 2012.
“Dish TV would emerge as one of the beneficiaries of digitisation given its leadership position in the sector. The recent move by DTH operators to increase the prices of set-top boxes (STBs) and base packages indicates the emergence of pricing power, which bodes well for Dish TV,” the analysts said.
They also expect Dish TV’s revenue to grow at a three-year compounded annual growth rate (CAGR) of 22%. The companys operating profit margins are likely to expand 3.5% by fiscal 2016 as the company benefits from the implementation of digitisation (Phases 3 and 4).
This, the UBS analysts said, is likely to aid subscriber growth and Arpu improvement.
Digitisation is also expected to boost Arpu that is pegged to grow at a CAGR of 9% over the next three years as overall tariffs move up and customers move the tariff curve (higher packages, HD etc). Earlier this month, Dish TV had announced a Rs 20 hike in its base package thus aiding Arpu improvement in fiscal 2014.
“We believe a pick-up in Arpu is the key for a stock re-rating as the improvement would result in higher profitability. The company’s Arpu has grown at a CAGR of 4% over the past three years,” the analysts said.
Follow me on twitter @ashishktiwari.
Mahindra Lifespace plans to close 4-5 land acquisitions
This story first appeared in DNA Money edition on Tuesday, April 23, 2013.
Mahindra Lifespace Developers Ltd is likely to close 4-5 new land deals as it looks to step up on new projects.
The company has signed eight memorandum of understanding (MoUs) for land procurement so far.
Anita Arjundas, managing director and chief executive, Mahindra Lifespace, said, “We have already closed two (of the eight MoUs) in the last quarter and a new one early this month. The balance are in different stages of due diligence and will close them as we go along.” She did not share financial details related to the deals closed.
The company earlier had said it planned to sign in all 10 MoUs. The realtor, which recently raised Rs 500 crore through non-convertible debentures, will utilise the money to close MoUs that are under due diligence stage.
Of the three deals concluded, two are in Mumbai and one in Bangalore.
The Mumbai parcels include three acre Nicomet site on the Andheri-Kurla road with a development potential of 3.6 lakh sq ft and a 14.5 acre site at Boisar for affordable housing with a development potential of 5.5 lakh sq ft.
The 4.5 acre Bangalore parcel is on Bannerghatta Road for 6 lakh sq ft of development.
“For Boisar, we have completed designing and submitting for approvals next month. An architect has been appointed for the Andheri site and we should be signing the first round of design development soon. We haven’t really started on the Bangalore site yet,” said Arjundas.
The company has had a joint development agreement (profit-share) on a five acre mill land near Byculla Zoo in Mumbai. The partners are currently exploring the option of selling the land parcel together and sharing the consideration. Mahindra Lifespace has issued a mandate to Cushman & Wakefield for the sale of the property. The realtor had invested Rs70 crore in this land parcel.
Announcing its financial results, the company posted a 95% increase in its consolidated net profit at Rs82 crore for the quarter ended March 31, mainly on the back of improved sales. Total income during the reporting quarter rose 32% to Rs368 crore.
The company expects to complete five million sq ft development in fiscal 2014 even as it added new land inventory with an estimated development potential of two million sq ft in fiscal 2013.
Follow me on twitter @ashishktiwari.
Mahindra Lifespace Developers Ltd is likely to close 4-5 new land deals as it looks to step up on new projects.
The company has signed eight memorandum of understanding (MoUs) for land procurement so far.
Anita Arjundas, managing director and chief executive, Mahindra Lifespace, said, “We have already closed two (of the eight MoUs) in the last quarter and a new one early this month. The balance are in different stages of due diligence and will close them as we go along.” She did not share financial details related to the deals closed.
The company earlier had said it planned to sign in all 10 MoUs. The realtor, which recently raised Rs 500 crore through non-convertible debentures, will utilise the money to close MoUs that are under due diligence stage.
Of the three deals concluded, two are in Mumbai and one in Bangalore.
The Mumbai parcels include three acre Nicomet site on the Andheri-Kurla road with a development potential of 3.6 lakh sq ft and a 14.5 acre site at Boisar for affordable housing with a development potential of 5.5 lakh sq ft.
The 4.5 acre Bangalore parcel is on Bannerghatta Road for 6 lakh sq ft of development.
“For Boisar, we have completed designing and submitting for approvals next month. An architect has been appointed for the Andheri site and we should be signing the first round of design development soon. We haven’t really started on the Bangalore site yet,” said Arjundas.
The company has had a joint development agreement (profit-share) on a five acre mill land near Byculla Zoo in Mumbai. The partners are currently exploring the option of selling the land parcel together and sharing the consideration. Mahindra Lifespace has issued a mandate to Cushman & Wakefield for the sale of the property. The realtor had invested Rs70 crore in this land parcel.
Announcing its financial results, the company posted a 95% increase in its consolidated net profit at Rs82 crore for the quarter ended March 31, mainly on the back of improved sales. Total income during the reporting quarter rose 32% to Rs368 crore.
The company expects to complete five million sq ft development in fiscal 2014 even as it added new land inventory with an estimated development potential of two million sq ft in fiscal 2013.
Follow me on twitter @ashishktiwari.
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