This story first appeared in DNA Money edition on Saturday, Feb 16, 2013.
Realty company Housing Development Infrastructure (HDIL) is looking to acquire a 15 acre land parcel in South Mumbai. The plot in discussion has been identified as the National Textile Corporation's Digvijay Mills at Lal Baug near Chinchpokli.
The said land parcel is originally held by Byramjee Jeejeebhoy Pvt Ltd (BJPL) and was given to NTC on a 99 year lease that expired in 1999. Interestingly, NTC and BJPL are engaged in a court battle over handing over the 4,50,000 square feet plot to BJPL that is worth over Rs 1,000 crore. The matter is currently in the Supreme Court.
Last month, Sarang Wadhawan promoter and vice chairman, HDIL, had sold 50 lakh shares in the open market to raise Rs 57 crore. The money thus raised was to be used by HDIL to fund second tranche of a land acquisition, the details of which were not disclosed then.
While refraining to give out any specific details, Hariprakash Pandey, vice president - finance, HDIL, confirmed that the fund raised by HDIL vice chairman was in connection with the Digvijay Mills land parcel and the court case between BJPL and NTC Mills.
"Yes this is the same case being referred to and the matter is still in the court. A hearing happened on February 8, 2013 post which we have filed a rejoinder and are awaiting announcement of the next hearing date," said Pandey during an analyst call to discuss third quarter financial results for fiscal 2013.
During the October to December 2012 quarter, HDIL reported consolidated sales turnover of Rs 423.17 crore and a net profit of Rs 107.35 crore. Other income for the quarter stood at Rs 8.88 crore. Its consolidated sales turnover was Rs 422.57 crore and net profit was Rs 155.80 crore and other income at Rs 17.75 crore.
In a media statement on Wednesday February 14, 2012, Wadhawan, said that the company is focusing on execution and delivery of existing projects. "The steady pace in approvals would enable us in launching new projects and reduce debt. The company is well positioned in the liquidity scenario and comfortable with the debt repayment schedule," he said.
HDIL's standalone debt has come down by Rs 202.5 crore and stands at Rs 3466.94 crore as on December 31, 2012. According to Pandey, standalone debt is likely to decline further by approximately Rs 200 crore on account of Metropolis sales to be affected in fourth quarter of fiscal 2013. @ashishktiwari
Sunday, 14 April 2013
IHCL to take Orient-Exp call by March-end
This story first appeared in DNA Money edition on Tuesday, Feb 12, 2013.
Tata group’s hospitality business Indian Hotels Company Limited (IHCL) is likely to decide this month whether or not to go ahead with the friendly offer made to Orient-Express Hotels (OEH) last October.
The IHCL board will meet shortly to take a final call before the fiscal-end, said Anil P Goel, executive director-finance. IHCL, he said, had promised to revert after Oriental-Express rejected the initial offer. “Since an offer like this cannot be left open indefinitely, the IHCL board will now take a call.”
He said IHCL is also set to launch its 100th hotel in India sometime in March.
The company reported a 28.01% on-quarter increase in its standalone profit after tax at Rs64.62 crore for October-December. Net sales rose about 4.5% on-quarter to Rs544.55 crore.
“While the industry witnessed an overall de-growth of around 10%, we have been able to grow by 2%,” said Deepa Misra Harris, senior vice-president of sales and marketing at IHCL.
IHCL posted a consolidated profit of Rs47 crore in the December (or third) quarter. According to Raymond N Bickson, MD and CEO, the figure is more or less the same as that of the third quarter of the previous fiscal.
“Our profit before tax in the third quarter was Rs106.13 crore versus Rs103.29 crore while profit after tax stood at Rs49.77 crore as against Rs49 crore in the third quarter of fiscal 2011-12. Overall, we have had a good third quarter and are looking forward to a stronger fourth quarter,” said Bickson.
With product lifecycles shorter, it's the brand that will count: Rishad Tobaccowala
DNA Money editor Raj Nambisan co-authored this Q&A appearing in the edition on Monday, Feb 11, 2013.
Rishad Tobaccowala is a marketing innovator of visionary proportions. The semantics he spouts are bewitching, but their essence is persuaded by a simpler dictum: be 360-degree relevant, grasp the future and thrive in it. He is the chief strategy and innovation officer at the Chicago-based Vivaki, which is an amalgam of the digital and media assets of advertising giant Publicis Groupe such as Starcom Mediavest, Zenith Optimedia, Razorfish and Digitas. In an interview with Raj Nambisan and Ashish K Tiwari, he tells it as he sees it. Edited excerpts:
You talk of advertising having entered a golden age. Is it primarily because of the measurability factor?
There are actually five factors, including measurability. It starts with people, because marketing is about understanding and meeting customer requirements. In the past, people were not so empowered so you could get away with stuff. Today that’s harder, which basically means you have to understand and listen. The second is because everything from social media to people wanting to know who’s in the company and what’s in the company. You actually have to train all of your company to be marketers of some sorts or the other. Because there is twittering coming, there is CRM (customer relationship management) -- even the truck driver has to be trained because he’s a brand ambassador.
The whole organism morphs into a brand ambassador…
Yes, the whole organisation has to become marketing-oriented. The third reason is there are many more ways to marketing than before. And digital allows you to do what is the fourth and very important thing: tell the story, which is what marketing is all about. So what is happening now is that you’ve got new ways of storytelling. The old way was with images, words, pictures and sound. But now you have participation, mobility and data that allow you to tie into YouTube and other kind of stuff. The fifth and the last one is better metrics. Take all the five and you get a pretty potent thing.
Where is India in this process of impactful digital adaptation? Anywhere near the golden age?
See, anything you can say about India, as we know, the opposite is also a true. But what you can say today is that India is in the process of doing the leapfrog. All of us are old enough to remember how we had to wait for months to get a phone line...
Skipping technology generations?
We are going to not skip, but almost-skip, the entire PC-based digital revolution and go directly to mobile and tablets. That is one. The second is, because infrastructure in some places is broken down, electronic commerce is taking off. Third is, in India, whatever we may say about our government, it has been far more progressive on things that have to do with digital than even the United States. For instance, I noticed that 75% of e-commerce is about travel in India, but a lot of it is basically Indian Railways. And this unique identity card will set off something very interesting. And electronic tendering systems will become a way to fight around corruption sooner or later.
Your thesis is that brands will be important in this era of infinite information. Shouldn’t it be products than brands?
The reason it will be brands more than products is not because they are not connected. You know, a brand is built on five different things -- resonance with culture, design, utility, storytelling and value. Utility is where the product is delivered, and, sometimes, on value. The interesting thing is, the other three have nothing to do with the product. So it is not that the product doesn’t matter. But the reason why the brand has to be involved is because product lifecycles are becoming shorter and shorter.
You famously talked of the future belonging to mongrels – metaphorically, of course, referring to the imperative of a combination of talents and self-upgradation needed to survive today…
What happens is there is a personality -- what they now call a ‘T’ person talent: someone who is very specialised in one or two things. It’s like imagining the bottom of the T. But they need to be enough of a generalist, and, more importantly, have the ability to network and collaborate across silos. If you stay narrow in a world that’s interconnected, how will you connect with other people? You don’t even know what to connect to! So that’s what a generalist does. The vertical line in the T is your skillsets, the horizontal is your ability to connect to other verticals and connect the dots.
Is information power or the door to power?
Information is the door to power more than information is power. There is a lot of information and my belief is that there are four levels -- data, on top of data is information, on top of information is insight, on top of insight is wisdom. Insight is by taking a lot of information and figuring out how to make sense. Wisdom … you add a sort of a layer of a combination of experience and humility that takes you to a different stuff. There is a lot of information about digital – a lot of data -- but very little insight and very few people have done it long enough to basically say this works and this doesn’t. But if you don’t have any information … that’s why I say it’s a door to power; without it you can’t even get insights.
You tweeted a few days ago on wisdom, where you said you have to become who you are. On other hand, you persuade us to get out of silos -- unbecome what we are, as it were…
Yes, but there’s a very big difference. The ‘become who you are’ and unbecome what you are two different things. Become who you are – is about things that you are naturally good at and which make you happy. For instance, I’m perfectly capable and I used to run large accounts for Leo Burnett, but it was very clear that gave me a certain level of joy but not the same joy I get from what I do now. When people say you are very good at what you do, I say, “No, no no!” ... I’m now doing what I am very good at -- which is a huge difference. But in doing what I am doing, I am constantly reinventing myself. So I what I basically do is help my companies reinvent, help people reinvent, clients reinvent and I myself am reinventing. But what happens is, if you put me into something that was static it would be nicer on my travel and other schedules, but I’d probably be less excited. But if you put some people who like managing static organisations on to my stuff, they’ll probably shoot themselves. Hopefully everyone’s doing something that’s exciting and as valuable as I’m doing. There’s that definition of justice by Plato or Socrates, which says everybody in their rightful place.
How do monolithic content companies survive because there are low-to-no entry barriers? Anyone who writes well can live off a blog and gnaw away at the content business…
A blogger can write well but a blogger, with a few exceptions, will never make enough money to live. Won’t have scale and a way to monetise content. Even if he gets scale, it’s not going to be anything like online or what anything else gets. The other thing is, they don’t know how to monetise because you need to have things like a sales force, a cross medium and all kind of stuff. Sure the barrier of entry is none, but the barrier of entry to get a continuous audience is huge. And the barrier of entry to monetise is even huger.
Guess why I blog myself? I do it because of three things. And this is in backward order: but the third reason is so that I can learn how to actually do it, like what is it to write a blog. The second is to share my opinion with the world. If I get enough traffic, it influences the world and therefore helps me build a brand. And the first and biggest reason is, it is a sales tool. It helps me sell to clients. So the way I make money is I’m better known and somebody asks me to go and speak, and my clients and the agency get something.
What’s your advice to the other Chicago Booth School fellow, Raghuram Rajan?
We are just good friends. His kids were taught by my wife, who is a teacher at Booth and that’s how we came to know him. He is incredible.
Rishad-isms
Factions result in Fractions. Factions result in Friction. Factions create Fiction. In an interconnected world silos are for losers. In the end, time is the only thing we have. And the way we spend our time is the way we spend our lives. We often say we are killing time. But really, it is time that is killing us. So, how best to make the most of time? Five steps: Eliminate (needless activity), Focus on comparative advantage and positive outcomes, Scale yourself, Do new things, Give time to others.
Rishad Tobaccowala is a marketing innovator of visionary proportions. The semantics he spouts are bewitching, but their essence is persuaded by a simpler dictum: be 360-degree relevant, grasp the future and thrive in it. He is the chief strategy and innovation officer at the Chicago-based Vivaki, which is an amalgam of the digital and media assets of advertising giant Publicis Groupe such as Starcom Mediavest, Zenith Optimedia, Razorfish and Digitas. In an interview with Raj Nambisan and Ashish K Tiwari, he tells it as he sees it. Edited excerpts:
You talk of advertising having entered a golden age. Is it primarily because of the measurability factor?
There are actually five factors, including measurability. It starts with people, because marketing is about understanding and meeting customer requirements. In the past, people were not so empowered so you could get away with stuff. Today that’s harder, which basically means you have to understand and listen. The second is because everything from social media to people wanting to know who’s in the company and what’s in the company. You actually have to train all of your company to be marketers of some sorts or the other. Because there is twittering coming, there is CRM (customer relationship management) -- even the truck driver has to be trained because he’s a brand ambassador.
The whole organism morphs into a brand ambassador…
Yes, the whole organisation has to become marketing-oriented. The third reason is there are many more ways to marketing than before. And digital allows you to do what is the fourth and very important thing: tell the story, which is what marketing is all about. So what is happening now is that you’ve got new ways of storytelling. The old way was with images, words, pictures and sound. But now you have participation, mobility and data that allow you to tie into YouTube and other kind of stuff. The fifth and the last one is better metrics. Take all the five and you get a pretty potent thing.
Where is India in this process of impactful digital adaptation? Anywhere near the golden age?
See, anything you can say about India, as we know, the opposite is also a true. But what you can say today is that India is in the process of doing the leapfrog. All of us are old enough to remember how we had to wait for months to get a phone line...
Skipping technology generations?
We are going to not skip, but almost-skip, the entire PC-based digital revolution and go directly to mobile and tablets. That is one. The second is, because infrastructure in some places is broken down, electronic commerce is taking off. Third is, in India, whatever we may say about our government, it has been far more progressive on things that have to do with digital than even the United States. For instance, I noticed that 75% of e-commerce is about travel in India, but a lot of it is basically Indian Railways. And this unique identity card will set off something very interesting. And electronic tendering systems will become a way to fight around corruption sooner or later.
Your thesis is that brands will be important in this era of infinite information. Shouldn’t it be products than brands?
The reason it will be brands more than products is not because they are not connected. You know, a brand is built on five different things -- resonance with culture, design, utility, storytelling and value. Utility is where the product is delivered, and, sometimes, on value. The interesting thing is, the other three have nothing to do with the product. So it is not that the product doesn’t matter. But the reason why the brand has to be involved is because product lifecycles are becoming shorter and shorter.
You famously talked of the future belonging to mongrels – metaphorically, of course, referring to the imperative of a combination of talents and self-upgradation needed to survive today…
What happens is there is a personality -- what they now call a ‘T’ person talent: someone who is very specialised in one or two things. It’s like imagining the bottom of the T. But they need to be enough of a generalist, and, more importantly, have the ability to network and collaborate across silos. If you stay narrow in a world that’s interconnected, how will you connect with other people? You don’t even know what to connect to! So that’s what a generalist does. The vertical line in the T is your skillsets, the horizontal is your ability to connect to other verticals and connect the dots.
Is information power or the door to power?
Information is the door to power more than information is power. There is a lot of information and my belief is that there are four levels -- data, on top of data is information, on top of information is insight, on top of insight is wisdom. Insight is by taking a lot of information and figuring out how to make sense. Wisdom … you add a sort of a layer of a combination of experience and humility that takes you to a different stuff. There is a lot of information about digital – a lot of data -- but very little insight and very few people have done it long enough to basically say this works and this doesn’t. But if you don’t have any information … that’s why I say it’s a door to power; without it you can’t even get insights.
You tweeted a few days ago on wisdom, where you said you have to become who you are. On other hand, you persuade us to get out of silos -- unbecome what we are, as it were…
Yes, but there’s a very big difference. The ‘become who you are’ and unbecome what you are two different things. Become who you are – is about things that you are naturally good at and which make you happy. For instance, I’m perfectly capable and I used to run large accounts for Leo Burnett, but it was very clear that gave me a certain level of joy but not the same joy I get from what I do now. When people say you are very good at what you do, I say, “No, no no!” ... I’m now doing what I am very good at -- which is a huge difference. But in doing what I am doing, I am constantly reinventing myself. So I what I basically do is help my companies reinvent, help people reinvent, clients reinvent and I myself am reinventing. But what happens is, if you put me into something that was static it would be nicer on my travel and other schedules, but I’d probably be less excited. But if you put some people who like managing static organisations on to my stuff, they’ll probably shoot themselves. Hopefully everyone’s doing something that’s exciting and as valuable as I’m doing. There’s that definition of justice by Plato or Socrates, which says everybody in their rightful place.
How do monolithic content companies survive because there are low-to-no entry barriers? Anyone who writes well can live off a blog and gnaw away at the content business…
A blogger can write well but a blogger, with a few exceptions, will never make enough money to live. Won’t have scale and a way to monetise content. Even if he gets scale, it’s not going to be anything like online or what anything else gets. The other thing is, they don’t know how to monetise because you need to have things like a sales force, a cross medium and all kind of stuff. Sure the barrier of entry is none, but the barrier of entry to get a continuous audience is huge. And the barrier of entry to monetise is even huger.
Guess why I blog myself? I do it because of three things. And this is in backward order: but the third reason is so that I can learn how to actually do it, like what is it to write a blog. The second is to share my opinion with the world. If I get enough traffic, it influences the world and therefore helps me build a brand. And the first and biggest reason is, it is a sales tool. It helps me sell to clients. So the way I make money is I’m better known and somebody asks me to go and speak, and my clients and the agency get something.
What’s your advice to the other Chicago Booth School fellow, Raghuram Rajan?
We are just good friends. His kids were taught by my wife, who is a teacher at Booth and that’s how we came to know him. He is incredible.
Rishad-isms
Factions result in Fractions. Factions result in Friction. Factions create Fiction. In an interconnected world silos are for losers. In the end, time is the only thing we have. And the way we spend our time is the way we spend our lives. We often say we are killing time. But really, it is time that is killing us. So, how best to make the most of time? Five steps: Eliminate (needless activity), Focus on comparative advantage and positive outcomes, Scale yourself, Do new things, Give time to others.
At Cadbury's, all went on a sales call
This story first appeared in DNA Money edition on Monday, Feb 4, 2013.
Is sales all about selling and servicing?
Chocolate maker Cadbury India, for one, seems to believe it is possible to put the sales function to various other uses, including gauging consumer buying behaviour, increasing visibility and footprint, and even creating demand – transforming an art into a science, as it were.
“The approach is crucial if sales as a function has to deliver expectations and the organisation’s wider vision,” said Sunil Taldar, director - sales and international business of Cadbury India.
“Besides, the Indian retail sector is undergoing significant changes and hence a lot of our focus is on display and compelling in-store execution through perfect stores. As our products are mainly in the impulse buying category, creating an overall shopping experience by making the entire product range available in the perfect stores is crucial. We also work towards prioritising the channel and retail environment that will give maximum traction,” he said.
In view of the growing intensity of competition in the Indian fast-moving consumer goods space, Cadbury India — a subsidiary of Mondelez International, the $32 billion global snacking major formed in October last year after Kraft Foods decided to split its confectionery and grocery businesses into independently listed companies — has over the last few years effected significant changes in the way its sales staff approach the market.
“Creating a seamless, two-way procedure in terms of flow of sales and related information from the company to its distributors and the sales staff booking orders from the retailers” plays a very important part, said another official.
To this end, the company has armed its distributors with touch-screen hand-held devices embedded with proprietary software to ensure smooth and timely flow of information in the distribution channel.
The device gives the sales representative at the distributor end access to all the information about retailers in his area of operation, purchase history (including products and number of units bought, etc). It also allows him to book new orders across product categories without the hassle of making manual notes or filing a purchase order book at the end of the day.
This gives the company a clear understanding of what kind of demand is getting generated, how various products and the stock at the distributors’ end is moving across the retail network that boasts of over 800,000 outlets across the country.
“All the sales representative has to do is download the day’s activity on the distributor’s computer (that also has a proprietary billing software and is connected to Cadbury’s servers) and a purchase order gets generated automatically. This saves a lot of time, while ensuring there is no room for error in the entire process,” a company official explained at the Sales Revolution Day organised by the company on Friday.
The event, yet another strategic initiative, gave the company’s non-sales staff an insight into its sales function.
As part of the first phase of this activity, some 800 non-sales employees drawn from its offices across the country were sent out in groups to different markets along with their sales colleagues.
They were set two tasks for the day – first, follow a seven-step procedure to create a perfect store and second, identify a new store based on three visible markers.
“The next phase will be to compile all the data in terms of stores visited, perfect stores created and new stores opened in the ensuing days. Employee groups will also share insights and observations with the sales staff in addition to a 45-second video capturing specific learnings derived from this exercise,” said a company official.
Is sales all about selling and servicing?
Chocolate maker Cadbury India, for one, seems to believe it is possible to put the sales function to various other uses, including gauging consumer buying behaviour, increasing visibility and footprint, and even creating demand – transforming an art into a science, as it were.
“The approach is crucial if sales as a function has to deliver expectations and the organisation’s wider vision,” said Sunil Taldar, director - sales and international business of Cadbury India.
“Besides, the Indian retail sector is undergoing significant changes and hence a lot of our focus is on display and compelling in-store execution through perfect stores. As our products are mainly in the impulse buying category, creating an overall shopping experience by making the entire product range available in the perfect stores is crucial. We also work towards prioritising the channel and retail environment that will give maximum traction,” he said.
In view of the growing intensity of competition in the Indian fast-moving consumer goods space, Cadbury India — a subsidiary of Mondelez International, the $32 billion global snacking major formed in October last year after Kraft Foods decided to split its confectionery and grocery businesses into independently listed companies — has over the last few years effected significant changes in the way its sales staff approach the market.
“Creating a seamless, two-way procedure in terms of flow of sales and related information from the company to its distributors and the sales staff booking orders from the retailers” plays a very important part, said another official.
To this end, the company has armed its distributors with touch-screen hand-held devices embedded with proprietary software to ensure smooth and timely flow of information in the distribution channel.
The device gives the sales representative at the distributor end access to all the information about retailers in his area of operation, purchase history (including products and number of units bought, etc). It also allows him to book new orders across product categories without the hassle of making manual notes or filing a purchase order book at the end of the day.
This gives the company a clear understanding of what kind of demand is getting generated, how various products and the stock at the distributors’ end is moving across the retail network that boasts of over 800,000 outlets across the country.
“All the sales representative has to do is download the day’s activity on the distributor’s computer (that also has a proprietary billing software and is connected to Cadbury’s servers) and a purchase order gets generated automatically. This saves a lot of time, while ensuring there is no room for error in the entire process,” a company official explained at the Sales Revolution Day organised by the company on Friday.
The event, yet another strategic initiative, gave the company’s non-sales staff an insight into its sales function.
As part of the first phase of this activity, some 800 non-sales employees drawn from its offices across the country were sent out in groups to different markets along with their sales colleagues.
They were set two tasks for the day – first, follow a seven-step procedure to create a perfect store and second, identify a new store based on three visible markers.
“The next phase will be to compile all the data in terms of stores visited, perfect stores created and new stores opened in the ensuing days. Employee groups will also share insights and observations with the sales staff in addition to a 45-second video capturing specific learnings derived from this exercise,” said a company official.
DLF sells 150 mw wind farm for Rs280 crore
This story first appeared in DNA Money edition on Friday, Feb 1, 2013.
Moving closer to its goal of exiting non-core businesses, realtor DLF has sold its 150 mw wind turbine project in Gujarat to a unit of Bharat Light & Power Pvt Ltd, netting Rs 282 crore, minus liabilities.
Under the deal, BLP Vayu (Project 1) Pvt Ltd would take over the wind turbines in Kutch on ‘as in where in’ basis via slump sale.
Industry sources said the deal value is around Rs500 crore as BLP Vayu is also taking over liabilities and relevant long-term loans of Rs 215 crore.
Sriram Khattar, senior executive director, DLF, said, “We are well on way to get north of Rs 800 crore through sale or transfer of our entire wind turbine projects. Negotiations are on for the balance projects and we hope to close them soon.”
DLF, along with wholly owned subsidiary DLF Home Developers, had 227 mw wind turbines in four states.
The BLP Vayu deal leaves it with three sites – Rajasthan (34 mw), Tamil Nadu (33 mw) and Karnataka (11 mw). It is not clear if the remaining projects will also be acquired by BLP Vayu or there are other bidders as well.
Industry experts said as the wind turbines are located in different locations, valuations will have to be different.
“I’d expect the balance projects to be valued in the same ratio, give or take 5-7%,” said an analyst. Aashiesh Agarwaal, research analyst, Edelweiss Securities, said the deal is a positive as DLF is currently saddled with a huge debt of Rs 21,200 crore.
“Consummation of the wind power sale, along with Aman Resorts sale, would contribute Rs 2,100 crore towards debt reduction. The closure of the deal would bring total divestments in fiscal 2013 to around Rs 5,240 crore as against its guidance of Rs 5,000 crore.
“Divestment of the balance wind power units, at advance stages of negotiations, is expected to generate around Rs 250 crore,” said Agarwaal in a company note. “The deal is among the last of the assets lined up for monetisation,” he noted.
Moving closer to its goal of exiting non-core businesses, realtor DLF has sold its 150 mw wind turbine project in Gujarat to a unit of Bharat Light & Power Pvt Ltd, netting Rs 282 crore, minus liabilities.
Under the deal, BLP Vayu (Project 1) Pvt Ltd would take over the wind turbines in Kutch on ‘as in where in’ basis via slump sale.
Industry sources said the deal value is around Rs500 crore as BLP Vayu is also taking over liabilities and relevant long-term loans of Rs 215 crore.
Sriram Khattar, senior executive director, DLF, said, “We are well on way to get north of Rs 800 crore through sale or transfer of our entire wind turbine projects. Negotiations are on for the balance projects and we hope to close them soon.”
DLF, along with wholly owned subsidiary DLF Home Developers, had 227 mw wind turbines in four states.
The BLP Vayu deal leaves it with three sites – Rajasthan (34 mw), Tamil Nadu (33 mw) and Karnataka (11 mw). It is not clear if the remaining projects will also be acquired by BLP Vayu or there are other bidders as well.
Industry experts said as the wind turbines are located in different locations, valuations will have to be different.
“I’d expect the balance projects to be valued in the same ratio, give or take 5-7%,” said an analyst. Aashiesh Agarwaal, research analyst, Edelweiss Securities, said the deal is a positive as DLF is currently saddled with a huge debt of Rs 21,200 crore.
“Consummation of the wind power sale, along with Aman Resorts sale, would contribute Rs 2,100 crore towards debt reduction. The closure of the deal would bring total divestments in fiscal 2013 to around Rs 5,240 crore as against its guidance of Rs 5,000 crore.
“Divestment of the balance wind power units, at advance stages of negotiations, is expected to generate around Rs 250 crore,” said Agarwaal in a company note. “The deal is among the last of the assets lined up for monetisation,” he noted.
Samsung lines up durables push
This story first appeared in DNA Money edition on Wednesday, January 30, 2013.
Samsung India Electronics is aiming at a 35% turnover growth this fiscal on the back of its new range of split air conditioners and refrigerators.
Last year, too, its revenues grew 35% to Rs27,000 crore.
Rajeev Bhutani, head - home appliance business, Samsung India, said, “With the 2013 range, we are looking at a 50% growth both in the split air-conditioners and refrigerator categories.”
Samsung’s home appliance segment grew 7% in 2012, with the frost-free refrigerator category growing 25% and split AC segment 88%.
The company had a 24% market share in the overall refrigerator category in 2012 with the frost-free share of 33.6%, up from 31% last year.
Mahesh Krishnan, VP-consumer sales, said the split AC segment grew 27%, which was very good.
“We exited the window AC market last year and are now focusing completely on the split ACs with the new range,” said Krishnan.
The company is also looking to almost double the number of Samsung Digital Plaza, its single-brand retail store chain, to 600-700 by December.
Samsung has launched 29 new split AC products for the Indian market in the price range of Rs23,100-60,990.
Its new digital inverter refrigerator series is customised for the Indian market. With a strong compressor, the new range eliminates the need for a separate stabiliser.
“The refrigerators come with a 10-year warranty, which is a world’s first. Other features include ‘coolpack’ that delays the rise in temperature when the power is off and prevents food from spoiling,” Bhutani said.
Samsung India Electronics is aiming at a 35% turnover growth this fiscal on the back of its new range of split air conditioners and refrigerators.
Last year, too, its revenues grew 35% to Rs27,000 crore.
Rajeev Bhutani, head - home appliance business, Samsung India, said, “With the 2013 range, we are looking at a 50% growth both in the split air-conditioners and refrigerator categories.”
Samsung’s home appliance segment grew 7% in 2012, with the frost-free refrigerator category growing 25% and split AC segment 88%.
The company had a 24% market share in the overall refrigerator category in 2012 with the frost-free share of 33.6%, up from 31% last year.
Mahesh Krishnan, VP-consumer sales, said the split AC segment grew 27%, which was very good.
“We exited the window AC market last year and are now focusing completely on the split ACs with the new range,” said Krishnan.
The company is also looking to almost double the number of Samsung Digital Plaza, its single-brand retail store chain, to 600-700 by December.
Samsung has launched 29 new split AC products for the Indian market in the price range of Rs23,100-60,990.
Its new digital inverter refrigerator series is customised for the Indian market. With a strong compressor, the new range eliminates the need for a separate stabiliser.
“The refrigerators come with a 10-year warranty, which is a world’s first. Other features include ‘coolpack’ that delays the rise in temperature when the power is off and prevents food from spoiling,” Bhutani said.
Sunday, 17 February 2013
At Aegis, digital, OOH big bets
 |
| Ashish Bhasin |
After 21 years with Lintas Group, an opportunity came by in 2008 from Aegis Media which had a struggling unit in the country – Carat. It had 50-odd people, making losses and wasn’t doing global standards of work. That’s when Ashish Bhasin took over as CEO for South East Asia and South Asia and Chairman for India. Since then, the company has grown to 500 people as of today and from one business to 11 different lines of businesses. He spoke about the agency’s overall business and the advertising industry in general. Edited excerpts...
How
far as the Dentsu-Aegis deal reached since considering it was signed in the
first quarter of fiscal 2013?
Dentsu is in the process of acquiring Aegis
Plc and being a global deal it will take time to conclude. The transaction hasn’t yet completed but once
it is done we will be part of the Denstu family. We do anticipate that it
should happen soon, but nothing is done till it is done. The situation is that the
deal requires regulatory clearance from several countries. I am not very sure
but my understanding is that approvals have been received from most of the key countries
except China where it is work in progress.
How
will both entities function after the deal is completed?
Our global CEO has very clearly said
that it will be business as usual. Aegis Media will work as a brand by itself.
What and how will things unfold is something that I’m not privy to but our
understanding is that it will be an independent operation that will continue to
run under the Dentsu umbrella.
The
year gone by has been a very exciting one for Aegis. How was the business like
for the Indian unit?
With a total of 150-odd clients all across
in the group, it has been a very good year for Aegis globally and an
exceptional one for us. In 2012, we crossed the Rs 1,000 crore turnover mark
and the year has been a record breaking spectacular year both in terms of
growth in revenues/billing/profits as well as number/quality of people etc.
Which
segments have seen the maximum growth?
While all businesses have done well, digital
and out of home (including retail) in particular are very fast growing
verticals. That’s because more clients and volumes are coming in, in these
lines of businesses. However, print and television continue to be large in
India and hence are major contributors to the business.
Your
company straddles the entire gamut of advertising and marketing services. How has
the approach helped?
Clients today want the benefit of specialisation
but are fed up of silos (an advertising industry jargon indicating various departments
/ divisions). Each one is trying to push their agenda. For instance, the out-of-
home (OOH) guy will focus only on outdoor and scrap every other media. Clients
today want a complete solution and not just print or television. At Aegis, we have this system of ‘one country
one P&L’. While all the departments / divisions have their individual
targets, the profit and loss (P&L) statement outside India goes through one
person.
For us, what really matters is doing things
that are right for the client. As a result the client benefits from all the specialisation
we offer and is saved from the hassles of siloisation. This philosophy has clicked
very well for us. Having said that, we might only have an advantage window of around
six months or so because others are quickly catching up to this approach of
doing business.
With
business growing exponentially, you must have a very aggressive expansion plan.
India is not really four metros of
Mumbai, Delhi, Kolkata and Chennai, which is why we already nine offices and
should be adding another one in Kochi sometime soon. The ambition is to have a
minimum of 16-18 offices in two years from now. Reason being, there is a lot of
business in tier II and rural markets. It’s more about touch and feel these
days besides what may work in Kochi may not necessarily work in Chandigarh. One
needs to understand the local market / media and related outfits to ensure best
results and maximum impact of the client’s communications and initiatives.
Talking
about rural demand, there are very mixed opinions in the market. Could you
throw some light on the ground realities?
I think there is complete confusion. I can
confidently say that having pioneered rural marketing in India by setting up set
up Linterland – the rural marketing unit of Lintas – which was the first
attempt any agency made to have a proper rural network. I am a big believer in
rural markets. There are 100 ways in which one can touch and engage a consumer
and touching, feeling, reaching out to them in person is definitely very
important.
Despite phenomenal growth in the number
of television and newspapers, there is a very large part of our population that
is unreached by any mass media. Even if they are theoretically reached the
communication isn’t effective because for eight hours in a day they don’t have
electricity.
On the other hand, there is this largest
gathering of humanity at Kumbh Mela with almost 10 crore people attending which
presents a huge opportunity for marketers and brands to reach out to them. There
is no option or alternative for companies to look at rural and reach out. Companies
will have to find a way and as agencies it is our duty and a great opportunity
to be able to deliver that.
What
is your approach the rural markets? What activities are undertaken there?
I was involved in the launch of Wheel detergent
powder for Hindustan Lever (now Hindustan Unilever Ltd - HUL) back in mid 80s
to early 90s. When I started working as an account executive on the brand, first
thing HUL made you do was to go for 15 days and live in Etah (a village in
Uttar Pradesh HUL had adapted). So you literally lived the way villagers would
live there. What you learnt out of that was really insightful. That’s why I insist
my rural guys to go and spend some time in villages before they actually start
talking about it. That’s where all of India. It is through these initiatives
that we have tracked various activities for the rural market including drawing
up a calendar of village supermarkets or ‘Haat’, ‘Mela’ calendars, van
operations, planning and data mining for rural markets etc.
What
are your plans for 2013 looking like? Could you tell us about the key
opportunities for Aegis this year?
Our plans are largely based on the clients
and opportunities in India. The key opportunities we see are in the digital and
mobile space. That is why we have made disproportionate
investment in this space including acquiring iProspect. Considering a lot of
search is now happening on mobile handsets / devices so digital will certainly be
the name of the game. The OOH media will be huge and so will be outreach (touch
and feel activation or experiential).
Print and TV will continue to dominate
for a long time to come but agencies will have to discover new ways of handling
it.
For instance, there is complete lack of qualitative research in India hence
as a result we have made the largest investment ever on a single source data. Imagine,
despite having a 20,000-25,000 crore advertising market, we don’t have any
large reliable single source data in the country. We have Consumer Connection System
(CCS), which is a global Aegis Media tool and world’s largest single source
data. It has more than 300,000 samples globally. We have brought that and are running
it in India with a very large sample size across 18 cities which is a very
robust plan. This initiative is giving us immense insights into how a consumer
interacts, how s/he consumes media - you can actually take it down to a
category and a brand.
Could
you elaborate a bit on the digital and mobile space activities?
Digital is not about putting a banner
advertisement on a website anymore. It’s about engaging the consumer, developing
applications for mobile phones related devices. While Ipads and Tablet devices are
not that big in India, with prices coming down gradually, the entire dynamics
of the game is changing and very rapidly than anyone can realise. In such an
environment continuing with just a print, television or banner advertisement will
not help the client engage a consumer because s/he is moving much faster. Our
entire focus on digital is holistic and there is no line or separation between
creative and media in digital because it’s all one.
People earlier didn’t think that a large
set of consumer will transition from desktops to mobile devices and
advertisements were never made keeping mobile devices in mind. This is
certainly a huge problem for marketers and brand managers. Interestingly, one
of our verticals, Isobar enjoys a preferred Facebook page developer status and
those are the kind of areas we will have to stay ahead of the curve and your
job is never done here. By the time you’ve finished it, you become obsolete.
How
do you deal with the related technology requirements?
We are putting together a large tech
team including programmers, net developers – nothing to do with advertising –
to be able to deliver the digital communication. One can conceive and create a
great idea but delivering it will be impossible if you don’t have an equally great
tech team. In a sense tomorrow, our competition could very well be a large information
technology (IT) major because that whole line is blurring now. Currently we
have 18 people and the plan is to at least double the number in the next few
months.
Do
you see the tech team getting bigger eventually?
If the approach really works one can
easily look at a number of 200 people just doing tech because the business
vertical will then be catering to the global markets and not just India. It’s
like how the IT majors including Infosys, Wipro and TCS that do tech
development in their areas globally. There is nothing that prevents advertising
companies like ours to start doing it as well.
Sunday, 27 January 2013
Zee thumps St with 41% profit growth
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
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
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.
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