This story first appeared in DNA Money edition on Thursday, January 24, 2013.
Zee Entertainment Enterprises Ltd, India's leading media company, has reported a 40.5% year-on-year (yoy) growth in net profit for the third quarter at Rs 193.3 crore, lifted by a strong surge in advertising and subscription revenues.
Advertising and subscription revenues during October-December grew 28.8% and 25.6% yoy to Rs 509.4 crore and Rs 409.8 crore, respectively.
Subhash Chandra, chairman, Zee, said the first three quarters of this fiscal have been good for the company with strong performance relative to the industry and competition.
“With one quarter to go, we are looking forward to a strong growth this year. The highlight for this quarter is the strong growth momentum in advertising revenues, despite subdued spends. The performance illustrates that our investments in content are yielding good returns,” said Chandra.
The company’s consolidated operating revenues at Rs 938.8 crore for the third quarter rose 26.3% over the year-ago period.
Operating profit, or earnings before interest, tax, depreciation and amortisation (Ebitda), for the third quarter stood at Rs 261.1 crore. Ebitda margin for the quarter was 27.8%, while net profit margin stood at 20.6%.
With digitisation bringing in a transformational change in the Indian television industry, the company is of the opinion that it will benefit all stakeholders.
Punit Goenka, managing director and chief executive officer, Zee, said, “Our subscription revenues during the third quarter are the highest ever, and with digitisation rollout they will improve in the medium term.”
While the Zee network viewership witnessed a successful mix of new and returning shows, the management is confident of the next 12 months and will continue to invest in new content and channels.
“These investments will have an impact on our operating margins in the short term, but will enhance our performance in the medium term as well,” said Goenka.
The company trumped the overall industry, too.
Atul Das, chief strategy officer, Zee, said, “While the overall industry is estimated to have grown 9-10%, our performance in the first nine months has been 27% growth over the same period last year. The growth is also an indication of strong performance on viewership and better monetisation of our properties,” said Das.
The third quarter also saw Zee launch India’s first edutainment channel called ZeeQ aimed at children in the age group of 4 to 14 years.
Response to the channel has been very good, Das said, adding the company is keen on adding more pay TV properties.
Ankit Kedia, analyst with Centrum Broking, said the company will benefit from the Phase II and III of digitisation and margins will continue to be healthy at 26-27%.
With more than Rs 1,100 crore of cash, the company would look at new investment opportunities, he said, citing the new initiatives, including ZeeQ and Ditto TV
Sunday, 27 January 2013
Ikea gets FIPB go-ahead for Rs10,500 crore FDI
This story first appeared in DNA Money edition on Tuesday, January 22, 2013.
The Foreign Investment Promotion Board (FIPB) has cleared Rs 10,500 crore investment proposal of Swedish furniture major IKEA to set up shop in the country with cafeterias. The FIPB had earlier permitted it to invest Rs 4,200 crore for opening single-brand retail stores.
Commerce Minister Anand Sharma said late on Monday that IKEA's case for investment is cleared, which is a positive development. "The government is committed to playing a constructive role in enhancing FDI, especially in areas which create jobs and provide technological enhancement. Globally, IKEA has a business model which integrates in its embrace SMEs (small and medium enterprises) and domestic industry, making them the part of global value chain," he said.
IKEA Group, which manufactures and sells home and office furnishing products, proposes to invest in single-brand retail trading in India through a 100% subsidiary. With the FIPB clearing the way, the retailer would also be able to open cafeterias in their stores.
The proposal will now be placed before the Cabinet Committee on Economic Affairs (CCEA) for final approval. Any investment over Rs 1,200 crore requires approval from the CCEA which will take another 15-odd days to clear the proposal.
Calling it a sane decision, Arvind Singhal, chairman, Technopak Advisors, said there was no reason for the Indian government to take such a long time on a globally respected and ethics-driven company.
"However, I don't think we will see the first IKEA store opening anytime in the next two years if not more. While they are a very successful retailer globally, they do a careful study before entering any new market. Whatever they will do in India will be after a very careful evaluation of the ground realities viz Indian consumers' buying habits, whether they will travel long distances or not, etc," said Singhal.
IKEA typically takes over five to seven lakh square feet of retail space in most of the markets it operates in. Will it take the same approach in India given the kind of retail space in the country? "It is not necessary if they will replicate a particular approach / format in other countries of the world, feels Singhal.
"I really don't know what would be their store size in India, but whatever IKEA stands for in terms of good quality, affordable pricing, good service and good dealing with their vendors, etc. is something that will be consistent in the Indian market as well," he said.
The Foreign Investment Promotion Board (FIPB) has cleared Rs 10,500 crore investment proposal of Swedish furniture major IKEA to set up shop in the country with cafeterias. The FIPB had earlier permitted it to invest Rs 4,200 crore for opening single-brand retail stores.
Commerce Minister Anand Sharma said late on Monday that IKEA's case for investment is cleared, which is a positive development. "The government is committed to playing a constructive role in enhancing FDI, especially in areas which create jobs and provide technological enhancement. Globally, IKEA has a business model which integrates in its embrace SMEs (small and medium enterprises) and domestic industry, making them the part of global value chain," he said.
IKEA Group, which manufactures and sells home and office furnishing products, proposes to invest in single-brand retail trading in India through a 100% subsidiary. With the FIPB clearing the way, the retailer would also be able to open cafeterias in their stores.
The proposal will now be placed before the Cabinet Committee on Economic Affairs (CCEA) for final approval. Any investment over Rs 1,200 crore requires approval from the CCEA which will take another 15-odd days to clear the proposal.
Calling it a sane decision, Arvind Singhal, chairman, Technopak Advisors, said there was no reason for the Indian government to take such a long time on a globally respected and ethics-driven company.
"However, I don't think we will see the first IKEA store opening anytime in the next two years if not more. While they are a very successful retailer globally, they do a careful study before entering any new market. Whatever they will do in India will be after a very careful evaluation of the ground realities viz Indian consumers' buying habits, whether they will travel long distances or not, etc," said Singhal.
IKEA typically takes over five to seven lakh square feet of retail space in most of the markets it operates in. Will it take the same approach in India given the kind of retail space in the country? "It is not necessary if they will replicate a particular approach / format in other countries of the world, feels Singhal.
"I really don't know what would be their store size in India, but whatever IKEA stands for in terms of good quality, affordable pricing, good service and good dealing with their vendors, etc. is something that will be consistent in the Indian market as well," he said.
HUL set to pay Rs150 crore extra royalty next year
This story first appeared in DNA Money edition on Wednesday, January 23, 2013.
Hindustan Unilever Ltd (HUL), the country’s largest fast moving consumer goods company, reported a 15.59% on-year jump in net profit to Rs871.36 crore for the October-December quarter on a 10% rise in sales to Rs6,433.69 crore.
The performance was not impressive, considering the company has witnessed around 5% volume growth, said Naveen Trivedi, FMCG analyst at Karvy Stockbroking.
“The price hike taken hasn’t helped in expanding margins as well. On that basis, the numbers were not substantially great. In fact, they show some concern on the company’s overall volume growth.”
The results were, however, overshadowed by the news about HUL’s increased royalty payment agreement to parent Unilever for technology, trademark licence and other services.
Till now, HUL used to pay 1% royalty on net sales of specific products manufactured with technical inputs developed from Unilever. The new arrangement, effective February 1, envisages a gradual increase in the existing royalty cost.
According to R Sridhar, CFO of HUL, royalty from February 1 to March 31 next year is estimated to be 0.5% of turnover.
At an expected turnover of Rs30,000 crore next fiscal, that would mean an additional outgo of Rs150 crore – or about Rs37.5 crore per quarter.
The company will pay about Rs22 crore extra for February and March this fiscal.
Thereafter, the increase will be in a range of 0.3% to 0.7% of turnover in each financial year, leading to a total estimated royalty cost increase of 1.75% of turnover, Sridhar said.
The impact under the previous agreement resulted in a royalty cost of around 1.4% of turnover. But with the new agreement in place, royalty is expected to be around 3.15% of the turnover by March 31, 2018.
“Since royalty will increase every quarter, Ebitda margin in the next quarter will be suppressed by 50 basis points, at least moving up to 170 bps by fiscal 2018. We will have to see how the company performs in the coming quarters going forward,” said Trivedi.
Industry observers and stock market experts gave a thumbs-down to the royalty issue, saying it harms the interests of minority investors in India.
Hindustan Unilever Ltd (HUL), the country’s largest fast moving consumer goods company, reported a 15.59% on-year jump in net profit to Rs871.36 crore for the October-December quarter on a 10% rise in sales to Rs6,433.69 crore.
The performance was not impressive, considering the company has witnessed around 5% volume growth, said Naveen Trivedi, FMCG analyst at Karvy Stockbroking.
“The price hike taken hasn’t helped in expanding margins as well. On that basis, the numbers were not substantially great. In fact, they show some concern on the company’s overall volume growth.”
The results were, however, overshadowed by the news about HUL’s increased royalty payment agreement to parent Unilever for technology, trademark licence and other services.
Till now, HUL used to pay 1% royalty on net sales of specific products manufactured with technical inputs developed from Unilever. The new arrangement, effective February 1, envisages a gradual increase in the existing royalty cost.
According to R Sridhar, CFO of HUL, royalty from February 1 to March 31 next year is estimated to be 0.5% of turnover.
At an expected turnover of Rs30,000 crore next fiscal, that would mean an additional outgo of Rs150 crore – or about Rs37.5 crore per quarter.
The company will pay about Rs22 crore extra for February and March this fiscal.
Thereafter, the increase will be in a range of 0.3% to 0.7% of turnover in each financial year, leading to a total estimated royalty cost increase of 1.75% of turnover, Sridhar said.
The impact under the previous agreement resulted in a royalty cost of around 1.4% of turnover. But with the new agreement in place, royalty is expected to be around 3.15% of the turnover by March 31, 2018.
“Since royalty will increase every quarter, Ebitda margin in the next quarter will be suppressed by 50 basis points, at least moving up to 170 bps by fiscal 2018. We will have to see how the company performs in the coming quarters going forward,” said Trivedi.
Industry observers and stock market experts gave a thumbs-down to the royalty issue, saying it harms the interests of minority investors in India.
Hind Unilever bets big on product innovation
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| R Sridhar |
Hindustan Unilever’s third-quarter performance presentation starts with a visual on the Dove Elixir premium hair oil brand, a category into which the company has recently extended the Dove brand. R Sridhar, chief financial officer, is quick to point out that it’s a key innovation, apart from several others by the company in the third quarter. He spoke about the overall fast moving consumer goods (FMCG) market scenario in the country, consumer behaviour, etc as also the company’s plans and strategy ahead. Edited excerpts...
On overall FMCG market scenario
During the third quarter, the FMCG market continued to grow in double digits. However, we also saw that slower growth in discretionary category continue on a sequential basis. As for soaps and detergents, growth continues to be price-led. We have also seen a slowdown in modern trade (as a channel) retail growth in the December quarter. On the other hand, Canteen Stores Department (CSD), which was a bit of a challenge, has shown recovery. The pace of store additions has slowed, in fact it is negative, indicating that the more stores were shut than new ones were opened. The input cost environment was holding firm as was the competitive intensity during the quarter.
On the HUL’s third quarter performance
In what has clearly been a challenging environment, it is a consistent broad-based growth and margin / profit improvement. While our reported growth might be 10%, but because of the exports demerger our underlying domestic consumer business growth is about 15% and volume growth is 5%. Both Home and Personal Care and Foods & Beverages registered double-digit growth. Operating margin has expanded by 40 basis points and this is the sixth consecutive quarter wherein the company has shown consistent (40 bps) growth. Advertising and promotions have been stepped up by Rs150 crore to 12.8% of the sales. For the nine months ended December, we have grown consumer business 16%, with a 7% underlying volume growth. Margin is up by 100 bps and profit after tax before exceptions is up roughly 27%.
Key product innovations
The Lifebuoy colour changing hand wash and the Dove Elixir premium range of hair oil are some of the key innovations being introduced. This apart there was a new variant in Sunsilk, Vaseline, whole new range of Brylcream hair gels and cream and Knorr soupy noodles towards the end (last week of December) of the quarter.
Immediate concerns
In the near term however, there are a couple of concerns, particularly volatility - global markets, local markets, currency, commodity - which is continuous in nature. We will have to be very conscious as the inflationary pressures may put some stress on consumer wallets.
Outlook
As we look ahead we are positioned well in a FMCG market, which has clearly got positive growth outlook over the medium to long term. The company is positioned well, whether it is our portfolio of brands or our superior capabilities.
From bulk sales, DLF goes piecemeal
This story first appeared in DNA Money edition on Tuesday, January 22, 2013.
DLF Ltd is staggering inventory from its projects to benefit from frequent price increases and protect margins from cost escalations.
India’s top realtor, which launched quite a few projects in the last year, has been offloading inventory in bulk till now.
Rajeev Talwar, executive director of DLF, said, “We are now releasing limited stock so that the increase in costs will be met through differential pricing over each subsequent release. While the idea is to release a large number of projects, taking a piecemeal approach will help us increase returns.”
In the absence of an escalation clause, cost increases had to be borne by the developer. Over the next 3-4 years, DLF expects new projects to generate Rs2,000-3,000 crore in sales annually. While launches would happen across the country, most would be in the National Capital Region and some pockets in south India.
The realtor launched a couple of residential projects last quarter including the luxury development DLF Sky Court at Gurgaon. Talwar said all projects have received a good response.
DLF Sky Court was launched at `6,000 per square foot (psf) and is currently being sold at Rs6,250 psf, according to real estate brokerage, InvestInNest.com.
On revival in real estate, Talwar said traction in the commercial space will largely depend on how soon the economy improves. The residential market, on the other hand, has kept up with people’s aspirations, he said.
“As the economy gets better and incomes get distributed, there will be greater traction in the entire residential segment – be it luxury, premium and middle-income. We are quite certain that future launches will elicit a much higher response than what was seen in the last 2-3 years,” he said.
DLF Ltd is staggering inventory from its projects to benefit from frequent price increases and protect margins from cost escalations.
India’s top realtor, which launched quite a few projects in the last year, has been offloading inventory in bulk till now.
Rajeev Talwar, executive director of DLF, said, “We are now releasing limited stock so that the increase in costs will be met through differential pricing over each subsequent release. While the idea is to release a large number of projects, taking a piecemeal approach will help us increase returns.”
In the absence of an escalation clause, cost increases had to be borne by the developer. Over the next 3-4 years, DLF expects new projects to generate Rs2,000-3,000 crore in sales annually. While launches would happen across the country, most would be in the National Capital Region and some pockets in south India.
The realtor launched a couple of residential projects last quarter including the luxury development DLF Sky Court at Gurgaon. Talwar said all projects have received a good response.
DLF Sky Court was launched at `6,000 per square foot (psf) and is currently being sold at Rs6,250 psf, according to real estate brokerage, InvestInNest.com.
On revival in real estate, Talwar said traction in the commercial space will largely depend on how soon the economy improves. The residential market, on the other hand, has kept up with people’s aspirations, he said.
“As the economy gets better and incomes get distributed, there will be greater traction in the entire residential segment – be it luxury, premium and middle-income. We are quite certain that future launches will elicit a much higher response than what was seen in the last 2-3 years,” he said.
Sunday, 20 January 2013
‘Social media, consumers are today’s advertising regulators’
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| Josy Paul |
This Q&A first appeared in DNA Money edition on Wednesday, January 16, 2013.
Unusual is the business card of Josy Paul, chairman and chief creative officer of the Indian branch of BBDO, the global advertising major. It has neither office address nor landline telephone numbers. Even more surprising, it has his mobile number and email ID – things that VIPs usually prefer to keep private. The elegant black card even contains his Jet Privilege card number. Surprises don’t end there: the card gives away the registration number of his five-year-old Black Honda Civic. “I’m either on the road or on a flight travelling across the country. It’s practically a mobile office in my case. Hence, it made sense to have office coordinates replaced with these numbers.” In this discussion the adman speaks about Strategic design in communications, reality advertising, the digital medium, corporate campaigns. Edited excerpts...
You pioneered reality advertising in India, isn’t it?
Reality advertising as a concept was explored even before we experimented with it. It’s just that in our case the timing was very appropriate. We conceptualised an idea and designed a communication strategy around it when reality television programming was gaining momentum in the country. The Gillette ‘Women Against Lazy Stubble’ campaign for P&G not only became a huge movement in the country but also activity that created a world record in the Guinness Book and the Limca Book of Records. We have only built on what other good people have left behind.
While not taking credit for anything, it was just our response to a situation, opportunity or a problem. We feel that it has to be real and engage people in the real way that is authentic. If it happens to have some correlation with some work done before, we are more than happy. We accept that, maybe, things like this have been done before and hence would not claim to be pioneers. We have set up a philosophy for ourselves — that of creating ‘acts’ and not ‘ads’. In a way, we’ve laid down a set of principles which, maybe, the people before had not fully organised. Earlier, people were doing random ads while we’re taking a more organised approach to it.
Do you agree that advertising is closer to what the product / service stands for these days?
We’re living in a new world with a new kind of consciousness, that of a Facebook and Twitter, which is out there and driven by real people in a real world. That consciousness won’t allow the false and fakeism. Therefore, it’ll be very important that we only talk about what’s being achieved rather that what is going to be achieved. One can talk about ideas that are useful, something that is real and measurable; or you can be highly entertaining and help people be entertained for that moment. Ads could be illogical sometimes but should be highly entertaining. Having said that, nobody will be able to fake it in their communications any more because social media will kill you even before industry body takes you up. People these days are not shying away from speaking up, if they find something that’s objectionable. I’d say the consumers are the biggest industry regulators today.
Is the corporate sector getting more serious about campaigns?
I’m seeing greater consciousness among our clients for the simple reason that they also believe that’s the future. We aren’t telling them any new things. They are already in it and are trying to find a way to leverage a social context and still be sustainable at a commercial level. None of the work we do is CSR (corporate social responsibility) as companies are seeing direct benefits as well. The ecosystem is benefiting out of it and so are brands at sales and goodwill levels. It’s straddling both ways and can’t be one versus the other because then it’s not sustainable.
What kind of an impact will new media like online platforms and social networks have on television ads, in terms of reaching the target audience?
Television is still the lead medium to reach out to a larger set of people whom the corporate sector is targeting. Having said that, the way people are using television as a medium these days is changing significantly. Companies may decide to go with various available formats: that is, public relations, documentary, 30-second advertisements, etcetera. So, the corporate sector is still using the television medium, but the format is changing. Social media is playing its part by keeping the engagement alive and forcing everybody to think about interface and whether it will become a one-to-one transaction (which is a short-term thing) or a one-to-one interaction (which is a long-term thing).
How is 2013 looking for BBDO in terms of business?
We had a fantastic 2012 with interesting campaigns like the re-launch of Blackberry with ‘Action starts here’ where we made the star the hero. I think the challenge in 2013 is how to scale up these ideas and create greater impact. I think the base has been set — in the sense that this approach to appetising is here to stay for a while. Now we’ve to think about how to make it really big. The second challenge is, culturally, how do we get every one of us in the agency — we were two people earlier; now, we’re more than 100; and more will join — to understand and be with us equally and hunt for both the solution and craft and quality of solution. It’s a huge challenge and we are focusing on our reputation rather than our bottomline.
Consolidation is seeping into the Indian advertising industry. Is BBDO looking at any inorganic opportunity?
There are conversations at all times and the thing is, it’s not only about BBDO, which is part of a large organisation called Omnicom which is always looking for opportunities or possibilities to grow its objectives. I think it’s in that zone and we personally don’t get involved. We are content creators and like to remain that way.
Unusual is the business card of Josy Paul, chairman and chief creative officer of the Indian branch of BBDO, the global advertising major. It has neither office address nor landline telephone numbers. Even more surprising, it has his mobile number and email ID – things that VIPs usually prefer to keep private. The elegant black card even contains his Jet Privilege card number. Surprises don’t end there: the card gives away the registration number of his five-year-old Black Honda Civic. “I’m either on the road or on a flight travelling across the country. It’s practically a mobile office in my case. Hence, it made sense to have office coordinates replaced with these numbers.” In this discussion the adman speaks about Strategic design in communications, reality advertising, the digital medium, corporate campaigns. Edited excerpts...
You pioneered reality advertising in India, isn’t it?
Reality advertising as a concept was explored even before we experimented with it. It’s just that in our case the timing was very appropriate. We conceptualised an idea and designed a communication strategy around it when reality television programming was gaining momentum in the country. The Gillette ‘Women Against Lazy Stubble’ campaign for P&G not only became a huge movement in the country but also activity that created a world record in the Guinness Book and the Limca Book of Records. We have only built on what other good people have left behind.
While not taking credit for anything, it was just our response to a situation, opportunity or a problem. We feel that it has to be real and engage people in the real way that is authentic. If it happens to have some correlation with some work done before, we are more than happy. We accept that, maybe, things like this have been done before and hence would not claim to be pioneers. We have set up a philosophy for ourselves — that of creating ‘acts’ and not ‘ads’. In a way, we’ve laid down a set of principles which, maybe, the people before had not fully organised. Earlier, people were doing random ads while we’re taking a more organised approach to it.
Do you agree that advertising is closer to what the product / service stands for these days?
We’re living in a new world with a new kind of consciousness, that of a Facebook and Twitter, which is out there and driven by real people in a real world. That consciousness won’t allow the false and fakeism. Therefore, it’ll be very important that we only talk about what’s being achieved rather that what is going to be achieved. One can talk about ideas that are useful, something that is real and measurable; or you can be highly entertaining and help people be entertained for that moment. Ads could be illogical sometimes but should be highly entertaining. Having said that, nobody will be able to fake it in their communications any more because social media will kill you even before industry body takes you up. People these days are not shying away from speaking up, if they find something that’s objectionable. I’d say the consumers are the biggest industry regulators today.
Is the corporate sector getting more serious about campaigns?
I’m seeing greater consciousness among our clients for the simple reason that they also believe that’s the future. We aren’t telling them any new things. They are already in it and are trying to find a way to leverage a social context and still be sustainable at a commercial level. None of the work we do is CSR (corporate social responsibility) as companies are seeing direct benefits as well. The ecosystem is benefiting out of it and so are brands at sales and goodwill levels. It’s straddling both ways and can’t be one versus the other because then it’s not sustainable.
What kind of an impact will new media like online platforms and social networks have on television ads, in terms of reaching the target audience?
Television is still the lead medium to reach out to a larger set of people whom the corporate sector is targeting. Having said that, the way people are using television as a medium these days is changing significantly. Companies may decide to go with various available formats: that is, public relations, documentary, 30-second advertisements, etcetera. So, the corporate sector is still using the television medium, but the format is changing. Social media is playing its part by keeping the engagement alive and forcing everybody to think about interface and whether it will become a one-to-one transaction (which is a short-term thing) or a one-to-one interaction (which is a long-term thing).
How is 2013 looking for BBDO in terms of business?
We had a fantastic 2012 with interesting campaigns like the re-launch of Blackberry with ‘Action starts here’ where we made the star the hero. I think the challenge in 2013 is how to scale up these ideas and create greater impact. I think the base has been set — in the sense that this approach to appetising is here to stay for a while. Now we’ve to think about how to make it really big. The second challenge is, culturally, how do we get every one of us in the agency — we were two people earlier; now, we’re more than 100; and more will join — to understand and be with us equally and hunt for both the solution and craft and quality of solution. It’s a huge challenge and we are focusing on our reputation rather than our bottomline.
Consolidation is seeping into the Indian advertising industry. Is BBDO looking at any inorganic opportunity?
There are conversations at all times and the thing is, it’s not only about BBDO, which is part of a large organisation called Omnicom which is always looking for opportunities or possibilities to grow its objectives. I think it’s in that zone and we personally don’t get involved. We are content creators and like to remain that way.
Prozone spots new USP in luxury housing
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| Nikhil Chaturvedi |
This Q&A first appeared in DNA Money edition on Monday, January 14, 2013.
Having built shopping malls in Tier II cities, Prozone Capital Shopping Centres Ltd, is now looking at bringing about a shift in the way real estate is sold in these markets with its affordable luxury housing projects. Prozone, which has already invested close to Rs 1,000 crore in the realty business, is targeting Rs 300 crore in annual sales across its three ongoing developments. Nikhil Chaturvedi, managing director, Prozone, speaks about how the company is adopting novel strategies and the way ahead. Edited excerpts...
Developing retail shopping spaces being the core business, what motivated the company to make a residential development foray?
Our joint venture with Capital Shopping Centres (CSC) in this business follows a very interesting business model in the international markets they operate in. They'd generally acquire four times the land parcel required to develop a shopping mall. First they'd develop the mall thereby making the surrounding land parcel invaluable, which would then be exploited through residential, commercial and related developments. The basic idea behind this approach to create long-term, debt-free assets (malls) that are core to the business through short-term disposable assets like residential and commercial developments. We realised the business model made so much sense especially in the Indian market where cost of debt is so high, hence the foray.
So you decided to outright replicate the model in India?
A slight tweaking to the model had to be done as CSC's overseas developments were at the edge of the city while the Indian projects had to be located right in the city centre. We also decided to simultaneously develop the residential catchments when doing malls. Considering the amount of demand for housing in the market we realised it was very much doable. We also adapted a few interesting learnings from our JV partner's overseas residential developments.
And what were these learnings like?
First we went to UK to see how were they doing the residential developments and realised the approach there wasn't relevant to India. In UK they did ground plus one housing projects which was just not viable here given the scarcity and high land costs. CSC also has investments in China so we visited the sites there. We found interesting similarities to residential developments prominent one being going vertical. They'd also make a huge boundary walls, large doors and when you entered the site there was a sales and marketing office and show flats very much like what we do here in India. There was one differentiator though, a little inside the site, they had a very beautiful fully operational club house with the best of facilities and amenities. We were intrigued, the buildings were yet to be constructed so why build the club house so much in advance.
That's interesting. You mean to say the last component in a large scale residential development was the first one to be built.
Exactly. They said, every customer visits the site once in 10 weeks. If I have a thousand customers, there would be 100 customers lining up in the site every week leading to a chaotic situation. And because the competition allowed such visits they couldn't say no to the customers and every one would come back with differential levels of experience and concerns while it was still work in progress at the site. The only way to give them a powerful message was to show them an operational club house and tell the customers that site visits can be done only on a specific day of the week citing hazardous (health and safety) conditions.
What also came out of this approach is that a realistic asset was created that gave customers a realisation of the kind of environment they would be living in for the rest of their lives. The club house thus became the anchor of their development as a result sales increased 1.5 times the competition and prices started shooting north at sites they had limited inventory to offer.
It made so much sense to adapt the strategy in India. If you compare any residential development with or without visible infrastructure, the former would always register increased traction and faster price growth. And that's the approach we are taking with our residential developments in India.
But your projects are largely located in the Tier II Indian cities. Has the approach helped?
It has certainly made a paradigm shift in the way real estate is being sold in Tier II markets. There are a few challenges to this approach though. The most important being that the developer will have to be courageous enough to invest in building a state-of-the-art, fully functional club house at the start of the project, followed by the patience level for business to start kicking in. Financial soundness is very crucial for the success of this strategy.
Prozone is among the select few realty players to operate at almost negligible debt as our net debt is just Rs 10 crore. Lastly, we decided to create the visible infrastructure on the ground level as against podium level which was very time consuming. Since all this could be done with larger developments we chose to do 20 to 30 acre residential projects where 6-7 acres can easily be carved out for gardens (with 30 feet trees relocated to the site from a distance place), clubs and other leisurely facilities. A lot of care is also taken to ensure safe vehicular movements inside the development akin to what one sees with developments in Singapore. The residential developments would come up at the edge of the site which is the case with our first project in Indore Prozone Palms which is spread across 40 acres.
Selling luxury housing must be very challenging in the Tier II markets. What has been your experience?
We showcase the efforts being taken to create the luxuries through various communication initiatives including owner's manual that spell out every thing clearly thereby bring in a sense of ownership to the customers. Luxury positioning in our case is not the Italian marble and premium designer elements but the thought and attention to details being put make the product. It's about luxury tailored to the buyers lifestyle with things like sundeck and walk-in wardrobes, privacy, high railings, state-of-the-art safety and security including swipe cards for all the residents, professional facility management to name a few.
I am selling to the middle-class Indian household and make it at the rate that affordable to them. Our housing unit prices are in the Rs 2,800 to Rs 3,500 per square feet (psf) range and very much comparable to what is available in that area. The only difference in our case is that we have created economies of scale (with the number of units ranging from 1,200 to 1,500) and efficient spaces within the developments to give them a luxury feel through efficient planning and optimum utilisation of space.
Could you share some details the target audience buying into your developments. Do you also get a lot of investors wanting to make a quick buck?
Besides the middle-class households that form 70% of our customer base take the home loan approach, we have seen a lot of trader community buying into our developments. These are businessmen who prefer internal accruals and in some cases equity raised from relatives, friends and families to buy residential apartments. That is also one big reason why we stick to a 24 month delivery time as it gives these set of buyers enough time to arrange funding. There could be investors in our developments but we have devised a way to discourage them -- a two year lock-in period.
On an average how many housing units are you targeting to deliver annually?
While we have developments planned in six markets spread across 17.9 million square feet, only three i.e. Indore (40 acre), Coimbatore (26 acre) and Nagpur (41 acre) are active while developments in Aurangabad, Mysore and Jaipur is yet to start. Coimbatore and Nagpur will also have malls. All the developments will be completed in two phases at least and we are targeting at handing over 250 housing units every year. Our first mall is already operational in Aurangabad and we are currently developing commercial offices with 2 lakh square feet sold already. We have just started sales of Saral Bazaar -- kind of a flea market concept for that location -- basically shops for local people on a ownership basis as they are very averse to coming on rent but are ready to buy at premium.
Having built shopping malls in Tier II cities, Prozone Capital Shopping Centres Ltd, is now looking at bringing about a shift in the way real estate is sold in these markets with its affordable luxury housing projects. Prozone, which has already invested close to Rs 1,000 crore in the realty business, is targeting Rs 300 crore in annual sales across its three ongoing developments. Nikhil Chaturvedi, managing director, Prozone, speaks about how the company is adopting novel strategies and the way ahead. Edited excerpts...
Developing retail shopping spaces being the core business, what motivated the company to make a residential development foray?
Our joint venture with Capital Shopping Centres (CSC) in this business follows a very interesting business model in the international markets they operate in. They'd generally acquire four times the land parcel required to develop a shopping mall. First they'd develop the mall thereby making the surrounding land parcel invaluable, which would then be exploited through residential, commercial and related developments. The basic idea behind this approach to create long-term, debt-free assets (malls) that are core to the business through short-term disposable assets like residential and commercial developments. We realised the business model made so much sense especially in the Indian market where cost of debt is so high, hence the foray.
So you decided to outright replicate the model in India?
A slight tweaking to the model had to be done as CSC's overseas developments were at the edge of the city while the Indian projects had to be located right in the city centre. We also decided to simultaneously develop the residential catchments when doing malls. Considering the amount of demand for housing in the market we realised it was very much doable. We also adapted a few interesting learnings from our JV partner's overseas residential developments.
And what were these learnings like?
First we went to UK to see how were they doing the residential developments and realised the approach there wasn't relevant to India. In UK they did ground plus one housing projects which was just not viable here given the scarcity and high land costs. CSC also has investments in China so we visited the sites there. We found interesting similarities to residential developments prominent one being going vertical. They'd also make a huge boundary walls, large doors and when you entered the site there was a sales and marketing office and show flats very much like what we do here in India. There was one differentiator though, a little inside the site, they had a very beautiful fully operational club house with the best of facilities and amenities. We were intrigued, the buildings were yet to be constructed so why build the club house so much in advance.
That's interesting. You mean to say the last component in a large scale residential development was the first one to be built.
Exactly. They said, every customer visits the site once in 10 weeks. If I have a thousand customers, there would be 100 customers lining up in the site every week leading to a chaotic situation. And because the competition allowed such visits they couldn't say no to the customers and every one would come back with differential levels of experience and concerns while it was still work in progress at the site. The only way to give them a powerful message was to show them an operational club house and tell the customers that site visits can be done only on a specific day of the week citing hazardous (health and safety) conditions.
What also came out of this approach is that a realistic asset was created that gave customers a realisation of the kind of environment they would be living in for the rest of their lives. The club house thus became the anchor of their development as a result sales increased 1.5 times the competition and prices started shooting north at sites they had limited inventory to offer.
It made so much sense to adapt the strategy in India. If you compare any residential development with or without visible infrastructure, the former would always register increased traction and faster price growth. And that's the approach we are taking with our residential developments in India.
But your projects are largely located in the Tier II Indian cities. Has the approach helped?
It has certainly made a paradigm shift in the way real estate is being sold in Tier II markets. There are a few challenges to this approach though. The most important being that the developer will have to be courageous enough to invest in building a state-of-the-art, fully functional club house at the start of the project, followed by the patience level for business to start kicking in. Financial soundness is very crucial for the success of this strategy.
Prozone is among the select few realty players to operate at almost negligible debt as our net debt is just Rs 10 crore. Lastly, we decided to create the visible infrastructure on the ground level as against podium level which was very time consuming. Since all this could be done with larger developments we chose to do 20 to 30 acre residential projects where 6-7 acres can easily be carved out for gardens (with 30 feet trees relocated to the site from a distance place), clubs and other leisurely facilities. A lot of care is also taken to ensure safe vehicular movements inside the development akin to what one sees with developments in Singapore. The residential developments would come up at the edge of the site which is the case with our first project in Indore Prozone Palms which is spread across 40 acres.
Selling luxury housing must be very challenging in the Tier II markets. What has been your experience?
We showcase the efforts being taken to create the luxuries through various communication initiatives including owner's manual that spell out every thing clearly thereby bring in a sense of ownership to the customers. Luxury positioning in our case is not the Italian marble and premium designer elements but the thought and attention to details being put make the product. It's about luxury tailored to the buyers lifestyle with things like sundeck and walk-in wardrobes, privacy, high railings, state-of-the-art safety and security including swipe cards for all the residents, professional facility management to name a few.
I am selling to the middle-class Indian household and make it at the rate that affordable to them. Our housing unit prices are in the Rs 2,800 to Rs 3,500 per square feet (psf) range and very much comparable to what is available in that area. The only difference in our case is that we have created economies of scale (with the number of units ranging from 1,200 to 1,500) and efficient spaces within the developments to give them a luxury feel through efficient planning and optimum utilisation of space.
Could you share some details the target audience buying into your developments. Do you also get a lot of investors wanting to make a quick buck?
Besides the middle-class households that form 70% of our customer base take the home loan approach, we have seen a lot of trader community buying into our developments. These are businessmen who prefer internal accruals and in some cases equity raised from relatives, friends and families to buy residential apartments. That is also one big reason why we stick to a 24 month delivery time as it gives these set of buyers enough time to arrange funding. There could be investors in our developments but we have devised a way to discourage them -- a two year lock-in period.
On an average how many housing units are you targeting to deliver annually?
While we have developments planned in six markets spread across 17.9 million square feet, only three i.e. Indore (40 acre), Coimbatore (26 acre) and Nagpur (41 acre) are active while developments in Aurangabad, Mysore and Jaipur is yet to start. Coimbatore and Nagpur will also have malls. All the developments will be completed in two phases at least and we are targeting at handing over 250 housing units every year. Our first mall is already operational in Aurangabad and we are currently developing commercial offices with 2 lakh square feet sold already. We have just started sales of Saral Bazaar -- kind of a flea market concept for that location -- basically shops for local people on a ownership basis as they are very averse to coming on rent but are ready to buy at premium.
Revamp to make Provogue a youth brand
This story first appeared in DNA Money edition on Saturday, January 12, 2013.Premium apparel maker Provogue is aggressively revamping its business. To start with, the look and feel of its 130-odd outlets will get a global appeal in the next 6-8 months.
“With times and targeted consumers changing, Provogue reached a tipping point between heritage and destiny. Thus, the ongoing revamp became inevitable,” said Timothy Eynon, business head of Provogue, a 12-year-old brand.
Focus is now on consumers in their late 20s. “We are not a teen brand nor an ‘old’ brand. Our positioning is very clear, that of a youth brand that offers innovative and stylish products for the target audience,” said Eynon.
The eagle and ‘double P’ that are part of the Provogue logo will give way to a prominently displayed ‘Provogue’ on all apparel, accessories and other product categories to be launched soon.
For instance, Provogue is set to launch new categories of apparel, men’s inner wear and premium accessories like belts and bagsfor women.
Provogue will also soft-launch an e-commerce platform next month. The company is targeting to double its store count by adding 100-odd company-owned or company-operated outlets over the next five years. With 15 franchisee outlets at present, the number is likely to swell to 300 by 2020.
For fiscal 2013, the company is targeting Rs650 crore in revenue with equal contributions expected from its domestic and export verticals.
While domestic sales have been showing higher growth, the company expects the revamp, new collections and new product categories to increase the growth rate in exports, going forward.
Eynon said 25 stores in landmark shopping malls and high streets have already been given a makeover, in terms of design, colours, lighting and amenities like trial rooms. New collections and accessories for men and women are in the pipeline.
Consequently, sales at these outlets are up 25%, driven by Provogue’s famed innovative products, technologically superior fabrics and strong colours, he said.
“The revamp will take two years (or four seasons, as they say in the fashion apparel industry) to start showing results,” he said.
Building blocks in place, Dentsu to cart in global brands
 |
| Rohit Ohri |
Rohit Ohri, executive chairman, Dentsu India Group, said 2012 was a defining period for Dentsu. He shares plans and developments at the Indian business unit, how 2012 has been for the advertising agency and so on. Edited excerpts…
How has 2012 been for Dentsu? What were the key milestones like?
The year 2012 was a clearly a defining period for Dentsu. The organisation underwent a transformation in terms of systems, technology, processes, talent, culture and so on. The company focused on building a foundation and setting a direction for the Dentsu India Group for the next three to five years. The last 12-odd months were fairly challenging as well as enormously rewarding. Many new businesses were won and many of our existing clients expressed a great deal of satisfaction with the enhanced services coupled with improved quality of work.
The year 2012 also saw Dentsu aggressively pursue inorganic approach in India and overseas. What led the decision?
The Taproot acquisition, led out of India, was certainly part of the foundation building exercise. It was a strategic acquisition wherein we wanted best-in-class creative capabilities within the group. Taproot is regarded as one of the most creative communication agencies in India and that’s what really prompted our decision. My vision on the overall approach is that, we don’t want to be a fringe player in the Indian advertising industry. We want to be pretty much in the centre stage not necessarily defined by size. We don’t want to be the largest but the most creative integrated marketing and communications agency in India, which is what our stated objective is going forward. Unlike other players in the country, Dentsu is not an unbundled because Dentsu Media and Dentsu Digital are all part of the Dentsu India Group (DIG) with one profit and loss (P&L) statement. So to a great extent that enormously helps us in facilitating integration.
How has it worked for the agency thus far? Market believes the deal was fairly overvalued?
Not really. I don’t think the deal was overvalued. And honestly speaking, all that was quoted in the media was highly inflated. No one really knows the value as we have not talked about the deal size at all. So I am quite surprised if the market is calling it overvalued and I’d really not like to comment on such a market perception.
How challenging was the integration process? How did Dentsu deal with it?
It was not like we were setting up an agency or starting from zero because Dentsu already had an operational base in the Indian market. Integration is always challenging when there are a set of people who have already been in the organisation and one is bringing in fresh talent from the outside. To ensure that everyone (Japanese and Indian talent) worked harmoniously playing to each others’ strengths and understood how to take the new vision and culture of Dentsu forward was critical. While it certainly was a challenging task, everyone was focused around making it work and I am very happy with the end results.
Will 2013 also see some inorganic activities?
We are looking at scaling up on the digital front because that’s one of the core strengths of Dentsu Group. In the US as well as in Japan, there are state-of-the-art companies being acquired by Dentsu and we are exploring various options right now. While acquisition is one, we are keen to explore the option of bringing some of our global brands into India. The other fact is that through the Aegis acquisition we will have digital capabilities at our disposal like Isobar etc. We are evaluating all the options to identify the best way to build a compelling digital offering in India.
There were some reports about Dentsu acquiring Network18’s majority stake Webchutney.
We are exploring all our options at the moment. Yes we did meet Webchutney like we did 6-7 others in the process of exploring the possibility of acquisition. However, what the media reports have stated is baseless. Acquisition is only one of the many options and we are currently in the evaluation mode. Hopefully in the next 30-45 days we will have more clarity on what is the future course.
You earlier mentioned about bringing some of the global brands into India. Could you throw some more light on the same?
One of the things we are going to do very shortly is launching a number of Dentsu intellectual property (IP) in to India. Dentsu has an innovation centre in Japan where they work with Apple, Massachusetts Institute of Technology (MIT), Facebook etc to develop what is the next phase of consumer connect to technology. How do you create platform that consumers can use to connect with brands. Dentsu has enormous capabilities in this area and we are leveraging that strength. One of these technology platforms will be launched this month (third week of January), which will be for the first time in India. This will be the start of one of the big initiatives (with more to come) from Dentsu in the Indian advertising industry.
How has 2012 been for Dentsu? What were the key milestones like?
The year 2012 was a clearly a defining period for Dentsu. The organisation underwent a transformation in terms of systems, technology, processes, talent, culture and so on. The company focused on building a foundation and setting a direction for the Dentsu India Group for the next three to five years. The last 12-odd months were fairly challenging as well as enormously rewarding. Many new businesses were won and many of our existing clients expressed a great deal of satisfaction with the enhanced services coupled with improved quality of work.
The year 2012 also saw Dentsu aggressively pursue inorganic approach in India and overseas. What led the decision?
The Taproot acquisition, led out of India, was certainly part of the foundation building exercise. It was a strategic acquisition wherein we wanted best-in-class creative capabilities within the group. Taproot is regarded as one of the most creative communication agencies in India and that’s what really prompted our decision. My vision on the overall approach is that, we don’t want to be a fringe player in the Indian advertising industry. We want to be pretty much in the centre stage not necessarily defined by size. We don’t want to be the largest but the most creative integrated marketing and communications agency in India, which is what our stated objective is going forward. Unlike other players in the country, Dentsu is not an unbundled because Dentsu Media and Dentsu Digital are all part of the Dentsu India Group (DIG) with one profit and loss (P&L) statement. So to a great extent that enormously helps us in facilitating integration.
How has it worked for the agency thus far? Market believes the deal was fairly overvalued?
Not really. I don’t think the deal was overvalued. And honestly speaking, all that was quoted in the media was highly inflated. No one really knows the value as we have not talked about the deal size at all. So I am quite surprised if the market is calling it overvalued and I’d really not like to comment on such a market perception.
How challenging was the integration process? How did Dentsu deal with it?
It was not like we were setting up an agency or starting from zero because Dentsu already had an operational base in the Indian market. Integration is always challenging when there are a set of people who have already been in the organisation and one is bringing in fresh talent from the outside. To ensure that everyone (Japanese and Indian talent) worked harmoniously playing to each others’ strengths and understood how to take the new vision and culture of Dentsu forward was critical. While it certainly was a challenging task, everyone was focused around making it work and I am very happy with the end results.
Will 2013 also see some inorganic activities?
We are looking at scaling up on the digital front because that’s one of the core strengths of Dentsu Group. In the US as well as in Japan, there are state-of-the-art companies being acquired by Dentsu and we are exploring various options right now. While acquisition is one, we are keen to explore the option of bringing some of our global brands into India. The other fact is that through the Aegis acquisition we will have digital capabilities at our disposal like Isobar etc. We are evaluating all the options to identify the best way to build a compelling digital offering in India.
There were some reports about Dentsu acquiring Network18’s majority stake Webchutney.
We are exploring all our options at the moment. Yes we did meet Webchutney like we did 6-7 others in the process of exploring the possibility of acquisition. However, what the media reports have stated is baseless. Acquisition is only one of the many options and we are currently in the evaluation mode. Hopefully in the next 30-45 days we will have more clarity on what is the future course.
You earlier mentioned about bringing some of the global brands into India. Could you throw some more light on the same?
One of the things we are going to do very shortly is launching a number of Dentsu intellectual property (IP) in to India. Dentsu has an innovation centre in Japan where they work with Apple, Massachusetts Institute of Technology (MIT), Facebook etc to develop what is the next phase of consumer connect to technology. How do you create platform that consumers can use to connect with brands. Dentsu has enormous capabilities in this area and we are leveraging that strength. One of these technology platforms will be launched this month (third week of January), which will be for the first time in India. This will be the start of one of the big initiatives (with more to come) from Dentsu in the Indian advertising industry.
Tuesday, 8 January 2013
DTH and theatrical release of Kamal Hassan’s Vishwaroopam delayed
Actor producer Kamal Hassan's much awaited block buster
film Vishwaroopam will not make it the television screens or for that matter
the theatres and multiplexes on the scheduled date of its release.
A landmark development for the Indian film industry, Kamal
Hassan had decided to premier his Rs 95-crore venture through DTH before its
release in wide screens. The film was to be shown on the direct to home (DTH)
platform on January 10, 2013 i.e. a day before its theatrical release on January
11, 2013. The DTH viewers would have had to pay Rs 1,000 for the Tamil version
while it was Rs 500 for the Telugu and Hindi versions.
However, it so appears that Rajkamal films has failed
to garner enough support from the multiplex / theatre fraternity that has been
opposing the film’s DTH release.
Rajkamal Films’ media representative Nikhil Murugan did
not respond to calls made on his cell number for an official confirmation.
The DTH players including the likes of Airtel Digitel,
DishTV, Tata Sky etc. have however, already stopped taking bookings for the
screening of Vishwaroopam on their respective networks.
Shashi Arora, CEO - DTH / Media, Bharti Airtel, said, “In-line with the postponement of the release date of the movie Vishwaroopam (Tamil & Telegu) / Vishwaroop (Hindi) across theaters and on the DTH platform by Rajkamal Films, we have stopped taking bookings for the movie premiere that was scheduled for January 10, 2013 at 9.30pm on Airtel DTH. The interest of our customers is paramount for us and regret the inconvenience caused to them. We are awaiting confirmation from Rajkamal Films on the revised dates.”
Shashi Arora, CEO - DTH / Media, Bharti Airtel, said, “In-line with the postponement of the release date of the movie Vishwaroopam (Tamil & Telegu) / Vishwaroop (Hindi) across theaters and on the DTH platform by Rajkamal Films, we have stopped taking bookings for the movie premiere that was scheduled for January 10, 2013 at 9.30pm on Airtel DTH. The interest of our customers is paramount for us and regret the inconvenience caused to them. We are awaiting confirmation from Rajkamal Films on the revised dates.”
A Tamil-Hindi bilingual Indian spy thriller film
written, directed and co-produced by Kamal Haasan that features Hassan in the
lead role, Vishwaroopam also has Rahul Bose, Andrea Jeremiah and Jaideep
Ahlawat in supporting roles.
The soundtrack is composed by Shankar-Ehsaan-Loy,
with lyrics by Vairamuthu and Kamal Haasan for the Tamil and Javed Akhtar for
the Hindi versions respectively. The film was shot with the same cast in both
languages simultaneously, and is titled in Hindi as Vishwaroop.
It is the first
Indian film, and second world film (after Red Tails) ever to be equipped with
Auro 3D sound format.
According to Kamal Haasan the film is expected to earn Rs
350 crore (US$63.7 million).
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