Rupee skating down, Glenmark, Ranbaxy feel the heat

This story first appeared in DNA Money edition on Wednesday June 19, 2013.

The depreciating rupee is set to negatively impact the profitability of pharma companies like Glenmark and Ranbaxy this quarter.

Going by Barclays Capital, the two companies are set to take a hit of 38% and 11%, respectively, in their earnings per share (EPS).

“We expect Glenmark and Ranbaxy to observe net forex losses due to high forex loans and significant amount of outstanding hedges,” Balaji Prasad and Rohit Goel, analysts with Barclays Capital, said in a note.

“We expect Ranbaxy to be impacted the most on a cash EPS basis due to derivative losses on its $962 million of derivatives at the end of the quarter ended March. In addition, Glenmark’s cash EPS is also expected to be affected largely due to interest liabilities on its foreign currency debt,” the duo noted.

EPS serves as an indicator of a company’s profitability and is calculated as net income minus dividend on preferred stock divided by average outstanding shares.

Glenmark officials did not respond to a questionnaire emailed on Monday.

Ranbaxy refrained from sharing company specific information, but said the rupee depreciation would improve the competitiveness of the Indian pharmaceutical industry where exports are concerned. “However, in the immediate future, companies that have relied on dollar financing will need to consider the impact of the depreciation in its financial statements,” said Indrajit Banerjee, president and chief financial officer, Ranbaxy.

In case of a net rupee depreciation of 11% (60/$) in this quarter, the analysts said the pecking order would remain the same. However, the negative impact for Glenmark and Ranbaxy would increase to 17% and 58%, respectively.

Among companies that are expected to see a gain in EPS due to a the rupee fall this quarter are Sun Pharma (5.5%), Cipla (3.3%), Dr Reddy’s (1.9%) and Lupin (1.7%).

“At a broad level, the weakening of the rupee is a sign of the pressures we are facing on the fiscal and trade deficit front; it does weaken the government’s efforts at increasing foreign inflows and could impact overall economic health,” said Ramesh Swaminathan, chief financial officer, Lupin Ltd.

The Barclays analysts noted that Lupin continues to perform with a 59% year on year growth in April on the back of market share gains across key products like Cefdinir and Lamivud, in addition to sustained share in key products like Fenofibrate and Ziprasidone. “Eleven Abbreviated New Drug Application approvals in the last three months reaffirm our confidence on Lupin’s strong future product pipeline.”

Swaminathan added that whilst the rupee weakening in general helps exporters achieve better realisations, the fact remains that this volatility takes most of them by surprise since they would have covered their exposures to some extent only; and that hedge might not ultimately result in gains.

“At Lupin, we have been prudent in achieving a balance between hedge and exposures and have calibrated our approach to ring-fence ourselves from this volatility. Our hedge percentage will pay dividends were this depreciation to continue,” said Swaminathan.

Barclays’ coverage group (comprising Ranbaxy, Glenmark, Sun Pharma, Cipla, Dr Reddy’s Laboratories and Lupin) generated 34.2% of sales from the US region last fiscal and the analysts expect it will continue to be in the same range in the current one. The report said these companies also incur considerable operational expenditure in foreign currency, particularly dollar, and that a falling rupee versus the dollar has a positive impact on the sector, which is a net exporter.

Giving teeth to modern dental care business

Vikram Vora

An edited version of this story first appeared in DNA Money on Tuesday June 18, 2013.

A production engineer armed with a masters in management studies (MMS) in marketing from Mumbai University, Vikram Vora slogged it out for over three (2005-2009) in his family business selling dental materials like any other management graduate. He would wait for hours at the dental clinics for his turn to make a sales pitch and in the process identified a huge gap -- lack of transparency between patients and doctors -- that left a lot of patients dissatisfied with the treatments rendered.

Vora also realised that the awareness level about dental treatments among patients was very low. Adding to their confusion (before committing for a particular treatment) was the fact that doctors would very rarely educate them about various aspects related to the treatment. His analysis of the situation brought out the fact that in the entire process, the patient would not get to know what was the problem, why it happened, what are the optional treatments, what is the best and least expensive procedure, what is the right (affordable) option to go for, how much time will it take to heal etc.

"I believed if somebody could create a service and bridge this gap, it would be a great success. And that is how the entire idea of Mydentist evolved and achieved the current status in the market today," said 34 year old Vora who co-founded Total Dental Care Pvt Ltd (TDC) with his brother Parth. With 45 dental clinics in Mumbai and Pune, TDC is India's largest multi-speciality dental clinic chain.

What sets Mydentist clinics apart from other standalone dental centres is the fact that it offers a standardised and published rate card for all its services - something that was not standard practice in India untill recently. Dentists are employed on monthly salaries (Rs 16,000 for entry level), instead of the usual profit-sharing model, and work in shifts of four hours each.

"We started the trend of offering quotations for every treatment being offered. The approach initially received negative feelers from the industry but that's not the situation now. People have matured and have accepted that it's here to stay. In fact, a lot of doctors have started following the quotation approach and standards of treatments have improved to a great extent," said Vora.

As a result of this the pricing gap between a standalone dentist and Mydentist has decreased though the later would still be marginally lower in pricing as compared to a grade B dentist. The charges at Mydentist (price list also displayed on the company website) range from Rs 300 for cleaning per sitting to Rs 90,000 for clear aligners (clear removable cosmetic appliance designed for minor teeth movement of patients).

Elucidating the different category of doctors in the dentistry field, Vora said there are grade A doctors focusing only on the elite clientele and hence quote exorbitantly high charges. "Then there is grade C catering to larger number of people in the lower middle-class category at a significantly lower cost than the grade A practitioners. Then there are the likes of charitable trusts and government hospitals that operate at an almost negligible cost. So we target the audience between the average middle-class and the charitable trust," said Vora.

Interestingly the venture was never envisaged with the idea of making it the largest dental clinic chain in the country. The six clinic chain (undisclosed funding from family) was earlier operated under the banner Total Dental Care and sometime in January 2010, Vora's ex-employer Anand Lunia (angel investor and founder of IndiaQuotient) suggested taking the private equity route if he wanted the business expand from six to 100 or more clinics.

An introduction to Seedfund was facilitated by Lunia post which the angel investor incubated the idea. The first thing Seedfund did was to get on board book evangelist, mentor and business consultant R Sriram (erstwhile CEO & MD of Crossword Bookstore). During his six months with TDC, Sriram structured the entire business, design as well as coined the brand name Mydentist.

"There was a complete change from pre-incubation stage. The entire language and communication was framed early-on post the incubation including the logo and the brand name," said Vora.

The existing six clinics thus had to shut down to bring in the consistency in offerings and brand standards being laid down under the new identity. The first Mydentist branded outlet was opened in Vile Parle (Mumbai) in April 2011.

"Pre-incubation, I don't think we had the structural knowledge to run a business that would grow to this magnitude. Today we have around 250 doctors, 60 consultants, over 200 support staff. We'll be adding 5 clinics to the portfolio taking the total number to 50 clinics to by the end of this month. This concrete business as is visible to the market today would not have been possible without inputs from the fund, consultants and individual mentors," confesses Vora.

A 300 square foot Mydentist clinic calls for an overall investment of Rs 35 lakh of which majority (Rs 20 lakh) goes into buying imported equipment (from vendors in India). Two doctors work three shifts in the day. On an average the Mydentist chain gets close to 8,000 patients every month and the number is set to reach 10,000 patients per month by June end. Each centre will take 18-20 months to breakeven. The nature of treatments sought by most patients are pretty much the same -- root canal, scaling, polishing, crowns and bridges and other common treatments -- as any other standalone dental clinic would provide. The clinic has started offering orthodontics services and has tied-up with financial institutions to offer and EMI scheme as orthodontics tend to be expensive.

Not sharing commercial details of the business, Vora said that revenues have increased over three times when compared with the peak revenue figures of the pre-incubation stage.

Seeing potential in the business idea, a new fund - Asian Healthcare Fund by the Burman family, promoters Dabur Group - has invested Rs 40 crore in Mydentist. As a result, the ownership of TDC is now equally shared between the promoters and the two angel investors.

The funds raised will largely be used for growth as the company is targeting 100 clinics by March 2014 and 150 clinics in another 18 months from now. The new additions will also happen in Mumbai and Pune while cities like Ahmedabad and Surat are being considered as well.

Expanding in a phased manner is a key discussion point in our partnership with IMAX: Ajay Bijli

An edited version of this Q&A first appeared in DNA Money edition on Monday June 17, 2013.

Actor Aamir Khan inaugurating PVR Imax theatre along with
Ajay Bijli, CMD, PVR Ltd, and Sanjeev Bijli, JMD, PVR Ltd

Sitting atop in the Indian film exhibition industry with 365 screens in 86 cinemas in 36 cities across India, PVR is targeting 500 screens by 2015. The company also launched the IMAX screen at PVR Phoenix Mills (Lower Parel, Mumbai) showcasing Hollywood blockbuster Man of Steel. Ajay Bijli, chairman and managing director, PVR Ltd speaks about the association with IMAX, merger/integration of Cinemax, and growth plans. Edited excerpts:

I noticed, your IMAX screens in Bangalore and Mumbai have Pepsi and Kotak as title sponsors. What is the rational behind this approach?

Film exhibition business primarily has three revenue streams viz theatrical, food and beverage and, sponsorship and advertising. We look at properties and opportunities wherein we can get a sponsor associated with anything that we do onscreen advertising. One such opportunity came post signing up with IMAX and we took it to a sponsor to see their reaction.

Worldwide, corporates, banks, beverage brands seek associations that offer a very unique experience. Since our investment is large and if we could get a sponsor it will eases off the pressure to some extent. But we pursue this approach property by property like for the IMAX Bangalore property we have Pepsi as the title sponsor while it's Kotak for IMAX at Phoenix Mills. The tenure for such deals is five years, I cannot share the commercials associated with it though.

Is there a commitment from PVR in terms of the number of IMAX screens in India?

We will set up IMAX screens wherever there is an opportunity. We can go up to 10 screens but I'm very particular about where these screens come up. Besides a perfect location we look for things like right demographic profile, liking for Hollywood films etc. We are primarily an exhibitor but wherever we feel can add value and give a much better experience by adding another attraction we'll do it.

In phase I, the potential exists only in those catchments where Hollywood films are well received and we represent about 45% of such films in India. However, I think IMAX has a great future and with Indian films also getting converted (into IMAX) there will be a huge propensity of people to watch such films. So phase II might see a much larger footprint with huge pipeline of Indian films. In fact, expanding in a phased manner is a key discussion point in our partnership with IMAX.

Cinemax recently got merged with PVR, could you throw some light on how are we going about the two brands now considering both enjoy great equity in certain key markets?

We are looking at economies of scale at different levels. There is no hurry for us to convert everything into PVR as conversion is an expensive proposition as well. We have done audits and are now looking at those areas where consumer experience can be improved first. People need to feel the presence of PVR even though name is not PVR.

So from projection, sound systems, food and beverage and online initiatives, box-office experience, advertising and marketing etc will have to be upgraded and extended to all locations to bring them at par with PVR. We are cherry-picking properties that have not been renovated for a long time. These I believe can be converted into PVR provided they are in the right catchments. Then there are certain brand new properties with PVR level standards like the five-screen Cinemax at Pacific Mall (Subhash Nagar, New Delhi) that has already been converted to PVR at a cost of Rs 67 lakh.

What are the possibilities of brand Cinemax getting completely phased out over 3-5 years from now? Or Cinemax could become a sub-brand?

Not really. I'm finding that Cinemax is also in great locations so we'll have to be very careful how go about it. I don't think the brand will get phased out completely as it is very expensive to change. Looking at economies of scale from a stakeholders perspective having one brand will be very fantastic but we will have to see how it goes. We might look at a prefix / hybrid option for some while others could be completely PVR. We are still thinking along those lines.

You are also adding a good number of screens organically. What are the plans like in this fiscal?

We have been consistently adding 50-60 screens in the last couple of years and the target for this fiscal is 90-odd screens. We adopt a very cautious approach to capital deployment and certainly not in a big hurry. We are pretty much on track and have already opened 25-odd screens. In another fortnight we will be opening 17 screens taking the total to 382 screens. We should be 500 screens in total by 2015.

On the revenues streams you'd mentioned earlier, what is the ratio like between the three to the company's overall revenues?

Films contribute the largest at 67% followed by 23% from food and beverage and 10% from advertising. Profitability-wise advertising is number one contributor to company's bottom-line. And with new screens getting operational, we see advertising contributing close to 15% to the overall revenues in the future. Interestingly, we probably have the highest (across the globe) per screen revenue generated from advertising.

People have expressed displeasure on facebook and twitter on the long duration advertising when watching a movie.

Advertisers look for big blockbuster releases and it largely happens with such films. So when Yeh Jawaani happened people have carried back that impression. I agree it was very long.

In fact, some people posted that it was 45 mins of advertising...

No no... 45 minutes to I will never allow... I've seen Ye Jawaani twice and I think maximum it was 12-14 minutes of advertising in the pre-movie stage and another 8-9 minutes in the interval. So all in all it would have been 20-22 minutes of advertising. One needs to understand that the company has been promoted by movie-buffs and I'd personally hate if there was advertising beyond a limit.

Also, there was a certain pent-up demand already in the market. Ye Jawaani came after IPL which already had a issue. So the pent-up demand was from everyone; consumer were dying to see a good movie, advertisers wanted to go back to the medium of cinema and exhibitors wanted to maximise the number of shows. So we were all basically waiting from something big to happen and that's why the increase in duration of advertising.

Could you throw some light on the ticket pricing trends, how's it looking like in this fiscal?

I think it would be the usual 10-12% hike in ticket rates mainly due to inflation. People take the highest ticket price paid over the weekend or the price for the last row as the benchmark. I'd look at the average ticket price (ATP) -- morning, evening, weekday, weekend -- and that is still low at Rs 175.

The F&B part of your business is also getting bigger by the day.

The F&B vertical has now reached Rs 300 crore in overall revenues and we believe it should really be PVR's focus along with cinemas especially something that's a very natural extension to the cinema business. So we won't do a standalone restaurants. The F&B eco-system will be built around the multiplexes and our intention is to have F&B outlets for pre- and post-movie viewing experiences especially in the newer multiplexes.

We may also end up creating a few brands in the quick service restaurants (QSR) on our own. The first one (a polished casual dining restaurant with an average per cover charge of Rs 1,100) we have done is our own brand. Others in the pipeline will be a mix of outsource, joint ventures and franchise. It will be too early to disclose details as talks are still on and we are evaluating the viability / feasibility.

How is the leisure vertical shaping up? Are there more concepts in the offering?

We have joint venture company that operated five bowling centres already and will be opening three more this year. The unit level profitability here is very good. Ice skating was something being explored but our market research showed that too many accidents would happen hence the idea was dropped.

You now have significant backing from L Capital and Renuka Ramnath's Multiples private equity fund holding 15.8% stake. So any future funding requirement will be done through them are some new names could join in?

I doesn't look like there will be any further funding requirement as of now. Also we work on negative cash flow and have close to Rs 300 crore in operating revenues (ebitda) which is good enough to meet any funding requirements. Unless there is another acquisition we may plan which is very unlikely. Cinemax was a very big deal and we need to digest it properly. So we need to be sensible about how to grow the company and there is no such hurry. We are already growing by 30-40% annually which is more than enough.

Swiss Sotax plans India plan, acquires Dr Schleuniger Pharmatron for $15 million

This story first appeared in DNA Money edition on Saturday, June 15, 2013.

Sotax AG, a Swiss dissolution systems maker, is setting up a unit in India to make affordable systems for the pharmaceutical market here.

The company is scouting for a location which most likely would be in Navi Mumbai.

Jean-Louis Raton, head of business units-Europe and Asia-Pacific, Sotax, said the company has been looking at a few places in Mumbai/Navi Mumbai and soon finalise the location soon.

"The India unit will help us reduce the price gap between locally-made dissolution systems that are priced seven times lower than Sotax's. The India facility will manufacture 400 units in the first year, which would be increased gradually to 1,000 units," said Raton.

The company plans to start the facility by August 2014.

Being Swiss-made, the dissolution system attracts 30% customs duty in India.

So, while a basic Sotax dissolution bath (manual) is priced Rs 12 lakh the locally made system costs Rs 3 lakh.

The Sotax's India-made systems will cost Rs 4 lakh.

"Despite being made in India, the systems will still be over 30% premium to the local systems," said L Ramaswamy, managing director, Sotax India.

While the company did not share investment, official said it will be not be very capital intensive as the facility will be more of an assembly line.

"Approximately 60% of the parts would be sourced from India and the balance will be imported. The India facility will only focus on assembling the system. Set-up cost will not be high because we will be hiring and leasing the machinery," said Ramaswamy. The company will, however, continue to import the semi-automatic and fully-automatic dissolution systems from Switzerland.

In another development, Sotax has acquired another Swiss firm Dr Schleuniger Pharmatron, a maker of physical test equipment for solid dosage and specialists in complete tablet hardness testing solution, for $15 million.

Sotax registered global revenues of $48 million and with the acquisition of Dr Schleuniger Pharmatron it is expected to swell to $58 million.

Holger Herrmann, vice president-sales and marketing, Dr Schleuniger Pharmatron, said the company has over 800 installations in India.

Sotax's India manufacturing facility will also manufacture Dr Schleuniger Pharmatron products / solutions and would also cater to overseas markets.

Foreseeing significant growth opportunities, Sotax will also relocate its headquarters from China to India in July.

Sotax has set up a R&D centre at Navi Mumbai to develop an indigenous system and plans to set up a contract lab in India to cater to testing requirements of European pharma companies.

Mahindra Holidays to add 1,000 rooms

This story first appeared in DNA Money edition on Thursday, June 13, 2013.

Vacation ownership company Mahindra Holidays plans to add over 1,000 apartments to its existing portfolio of 2,500 in the next two years.

Though the company didn’t share investment details, a top official said it had spent Rs 500 crore on adding a similar number in the last two years.

Rajiv Sawhney, CEO, Mahindra Holidays & Resorts India, said, “We currently have 10 sites with development potential. While some are pure part of our land bank, a few others are existing properties with potential for room additions. The 1,000 rooms added in the last couple of years were on the base of 1,400 rooms, which is over 70% increase in room availability for our members.”

A part of the Mahindra Group, the company currently owns 70% of the 2,500 rooms in its portfolio, while the balance is on long-term lease.

The additions were made in a concentrated manner across domestic destinations including Goa, Kerala, Himachal Pradesh, Jaisalmer and Udaipur. Bangkok and Dubai were were added in overseas destinations.

“We are actively pursuing something in Sri Lanka and will take a call on it in a year,” said Sawhney.

Targeting customers in the 30-35 year age group, the company will aggressively use the digital medium to reach out and convert them into memberships. Mahindra Holidays has also restructured its product offerings by discontinuing Zest (for senior citizens) and Mahindra Homestays vertical.

It has been consistently adding 17,000 members in the last two fiscals and currently has a total membership of 165,000. The cost of buying a Club Mahindra membership is in Rs 2-18 lakh range and has increased 10% year on year. Sawhney said the increase is mainly due to inflation.

It has made structural changes in terms of customer acquisition and will largely look at referrals, social/digital and company websites for fresh membership acquisition.

Sun to pay Pfizer, Takeda Rs 3K cr over Protonix patent

This story first appeared in DNA Money edition on Thursday, June 13, 2013.

Sun Pharmaceutical Industries will pay as much as Rs 3,178 crore ($550 million) this year as its share of the settlement reached with US-based Pfizer Inc and Japan’s Takeda Pharma in the case of patent infringement relating to generic Protonix, a blockbuster acid reflux medicine.

Israel’s Teva will pay a further $1.6 billion – half this year and half in the next – taking the total payout to $2.15 billion.

The patent on Protonix was held by Nycomed, now a Takeda subsidiary. Protonix was licensed to Wyeth, which is now owned by Pfizer.

Of the $2.15 billion, Pfizer will receive 64% ($1.38 billion) and Takeda the rest ($774 million).

The settlement comes after a nearly 10-year legal battle, Pfizer said in a statement.

While a jury in New Jersey federal court determined that the generic launches by Teva and Sun violated US patent, the parties in litigation reached the settlement shortly after the commencement of a trial to determine damages in the same court. 

As part of the settlement, both Teva and Sun admitted their sales of generic pantoprazole infringed the patent that was held valid by the court. As a result, Teva and Sun will now compensate Pfizer’s subsidiary Wyeth and Takeda for damages suffered.

Pfizer officials were not available to share further details.

Sun Pharma officials were also not available for comment. However, the company said in a statement that the New Jersey court began a jury trial on June 3. “This settlement now culminates the ongoing litigation. Sun Pharma can continue to sell its generic pantoprazole in the US,” it said.

In February, Teva had said it may face legal losses of up to $2.07 billion to resolve the case. Sun Pharma on its part had set aside Rs 584 crore ($100 million) towards potential damages to Pfizer. However, it will now have to pay additional $450 million in final settlement.

Analysts don’t see it as a positive out-of-court settlement for Sun Pharma.

“The agreed amount is way too high for such a settlement. It will also restrict Sun’s ability to look for acquisitions,” Daljeet Kohli, head of research at brokerage IndiaNivesh, told Reuters.

However, according to Suruchi Jain, equity research analyst - pharma, Morningstar India, paying up $550 million should not be an issue for Sun Pharma, considering it is sitting on $1 billion cash. “The company has enough cash as $740 million are with Sun Pharma and the balance is on Taro’s books. Sun may, however, have to raise more debt for any acquisitions it plans to do in this fiscal. Considering that Sun is practically a debt-free company, raising money should not be an issue as well.”

But with cash balance reducing by $550 million, Sun Pharma’s valuations are likely to take a hit.

“But it won’t be a huge hit. Rough estimates indicate reduction in its valuation by about 3%,” said Jain. With agencies

Road developers see polls slowing NHAI awards

This story first appeared in DNA Money edition on Wednesday, June 12, 2013.

Road developers are set to see challenging business environment continuing this fiscal as the National Highways Authority of India (NHAI), which missed project award targets in the last year by a huge margin, may not meet them due to elections ahead.

“On one side the government may try to implement things quickly, but by the time it happens the model code of conduct will come into play,”  said a senior Hindustan Construction Co official.

There are just six months left as post December this year the entire government machinery will come to standstill, he said.

Analysts too said while the build operate and transfer (BOT) projects will be constrained due to economic slowdown and fund crunch, the engineering procurement and construction (EPC) projects would slow due to elections.

Parvez Qazi, equity research analyst, Edelweiss Capital, said,  “A tough economic environment will constrain BOT awards. Achieving the fiscal 2014 target hinges largely on award of 3,500-4,000 km EPC projects. The timing of central and state elections will also cast its shadow on the project award,” Qazi said in a recent report.

The Ministry of Road Transport and Highways had set an ambitious target of awarding 8,800 km of road length in fiscal 2013, which was raised by the Prime Minister Office to 9,500 km.

NHAI, however, was able to award only 1,112 km projects.

For this fiscal, the road ministry has again set an ambitious target of awarding  9,000 km projects, about 50% through the EPC route.

“The target seems to be unachievable, given the continued impediments faced by the road sector. Delay in obtaining land, forest and environmental clearances, coupled with a slowdown, continue to hit projects,” CARE Ratings analyst Supriya Shetty said in a report on Tuesday.

CARE sees projects with the length of about 3,000 km being awarded this fiscal with some momentum on EPC mode.

On the BOT front, Qazi expects the project award to remain subdued (1,500-2,000 km), mainly due to the precarious financial condition of most developers and the need for regulatory clarity.

“EPC project award of 3,500-4,000 km is a definite possibility, provided elections do not play spoilsport,” Qazi said in the report.

Mukund Sapre, ED, IL&FS Transportation that specialises in BOT projects, said there was nothing really happening in the BOT space.

“A few bids have come but they have viability issues. A few more projects are likely to be announced, but we’ll have to wait and watch,” Sapre told dna.

While NHAI may have seen some success on the EPC with 4-5 projects seeing good response, industry sources said that companies that bid for these projects have quoted 30% below the average industry rates.

The HCC official said, “We don’t know if that’s sustainable in the long term. That’s one reason serious players aren’t participating in these bids. Going forward, large EPC jobs will have to be treated very cautiously. On the public-private partnership front, I don’t see much improvement as well, and with the elections just around the corner, things are only looking grim.”

Phase 2 digitisation spoils seen in 3-4 months

This story first appeared in DNA Money edition on Monday, June 10, 2013.

Benefits of the Phase 2 cable television digitisation are seen accruing to the books of leading broadcasters, multi-system operators (MSO) and direct-to-home (DTH) service providers as early as next quarter.

“We see a higher likelihood of cable TV average revenue per user (Arpu) increase in the next 3-4 months as MSOs introduce direct billing systems and begin charging on a gross basis (versus net basis currently). This may lead to higher DTH tariffs as well, which are usually pegged to the cable TV Arpus,” Sachin Salgaonkar, Paras Mehta, Swosti Chatterjee and Piyush Mubayi, equity analysts at Goldman Sachs India, said in a note dated June 5.

According to the Ministry of Information and Broadcasting (I&B),  over 85% of digitisation has been achieved in the 38 cities post the Phase 2 digital addressable system (DAS) deadline of March 31. While 15 cities have achieved nearly 100%, 24 cities in all have achieved more than 75% and 34 cities have achieved more than 50% digitisation.

With Phase 2 digitisation nearing completion, the market has seen a higher degree of consumer awareness, which is likely to ensure a smooth transition to digital systems in Phase 3 and Phase 4 rollouts. However, DTH companies are set to see greater traction than digital cable in the balance phases as majority of the Phase 3 and 4 locations do not have sufficient digital cable infrastructure to ensure smooth service delivery.

The Goldman Sachs analysts have thus reiterated ‘buy’ on Dish TV, saying the DTH leader is expected to benefit from Arpu increases in the medium term.

The I&B ministry said in a statement in April that against the targeted 1.6 crore set-top boxes (STBs) in Phase 2 digitisation, 1.36 crore STBs have been installed by the MSOs and DTH operators. As of April, the total number of installed cable TV STBs stood at 91.5 lakh compared with 44.5 lakh for DTH operators.

Industry experts are of the view that while DTH/MSOs continue seeding of STBs, the MSOs are almost in the last leg of finalising commercial contracts with broadcasters and local cable operators. Also, the broadcasters are likely to benefit over the longer term as current DAS contracts are for shorter terms (12-18 months), leaving room to renegotiate on a per subscriber basis as and when seeding achieves completion and more subscribers are added.

The Goldman Sachs report quoted Zee top management (from March quarter earnings call) as saying, “subscription revenue during the quarter has been the highest ever and the digitisation rollout will only improve in the medium term...”

The bulk of the 25.6% growth in subscription revenues, Zee management had said, was from domestic subscription revenues. The broadcaster expects a larger part of the growth to unravel in the Phase 3 and Phase 4 of digitisation.

“We note that broadcasters like Zee saw revenue increase earlier than MSOs as they renewed contracts under DAS, whereas MSOs started seeing revenue uplift led by seeding of boxes and activation revenues from Phase 1 and 2 of digitisation. With MSOs launching DAS packages, we expect Arpus to increase their billing system under DAS leading to revenue uplift for DTH operators,” the Goldman Sachs analysts said.

Sanjay Goyal, chief financial officer, Siti Cable Networks, said in a March-quarter earnings call that major digital cable players were in concerted play to expand their reach on the ground. “DAS cities and towns are getting stabilised gradually and we are already seeing majority of the collections for the first 3-4 months starting to flow into the system. While pricing has been increased, we expect it getting reflected either in the month of June or July. Also, tier-based pricing (ranging from Rs 100 + taxes to Rs 267 + taxes) has been finalised, which will get implemented in the next few months,” he said.

Foreign retailers can't have franchise setup, says government

This story first appeared in DNA Money edition on Friday, Jun 7, 2013.

Foreign multi-brand retailers will not be allowed to take the franchise route for expansion in the country, the government announced on Thursday.

“Front-end stores set up by MBRT (multi-brand retail trading) entity will have to be company-owned and company-operated only,” the Department of Industrial Policy and Promotion said in a clarification issued to global retailers such as Walmart, Tesco and Carrefour.

Further, these retailers will have to set up new front-end stores rather than through acquisition of existing stores, the DIPP said. Nor can they use the e-commerce route to sell their ware.

Industry experts said the government hasn’t done anything more than just reiterating the policy and giving its stand on the same.

“They have upheld the primacy of the state governments, clarified that MBRT and wholesale activity will be kept distinct, investment in back-end infrastructure will have to be additional and greenfield, the back-end company must be held 100% by the foreign MBR, procurement of fresh produce has not been covered etc,” said Vivek Gupta, partner - mergers and acquisitions (M&A) practice, BMR Advisors.

That puts paid to the retailers’ hopes that the government will define back-end infrastructure anew and clarify on sharing of back-end infrastructure such as supply chain, warehouses and cold storages, he said.

Goldie Dhama, associate director – regulatory services, PwC, also rued the lack of any new announcement. While the government has made it clear that 50% investment in back-end infrastructure will need to be made afresh and that such back-end infrastructure can be set up anywhere in the country, “the stipulation that front-end stores will have to be set up new and not through acquisition of existing stores will impact M&A in the sector and ability of Indian retailers to attract FDI in their existing businesses”, he said.

“Some other aspects like restricting sourcing from small and medium enterprises only for retail business, inability of the company to undertake business-to-business trade or appoint franchisees, etc do not seem to be business friendly,” said Dhama.

Some see the stipulation that foreign retailers can only have company-owned and operated stores as an opportunity for the real estate sector.

“That’s one way of looking at it, but do we really have that kind of infrastructure to cater to the requirement of these very large foreign multi-brand retailers? Where will they find a 3-4 lakh square foot of retail space to exclusively house their MBR stores in India?” asked an official from an international consultancy.

Cadila launching new drug that lowers cholesterol in diabetic patients and helps in glycemic control

This story first appeared in DNA Money edition on Thursday, Jun 6, 2013.

Cadila Healthcare has announced the launch of the first new chemical entity (NCE) developed by an Indian pharmaceutical company — Lipaglyn — a drug that will help in lowering cholesterol in diabetic patients and in glycemic control.

The company expects the drug to be a blockbuster, garnering $1 billion in annual sales.

Pankaj R Patel, chairman and managing director, Zydus Cadila, said Lipaglyn is Cadila’s dream molecule to travel the lab-to-market drug discovery phases.
“We expect Lipaglyn to be a blockbuster drug reaching $1 billion in annual sales globally. While the pricing and distribution aspects are being currently worked out, we are looking to introduce it in India by third quarter of this fiscal,” said Patel.

The drug which has active ingredient Saroglitazar has been approved by the Drug Controller General of India. According to company officials, it is the first glitazar to be approved in the world and the first new chemical entity (NCE) discovered and developed indigenously by an Indian pharma company. Cadila will have a 20-year patent for Lipaglyn across the globe.

Lipaglyn is prescribed for Diabetic Dyslipidemia, a condition where diabetic has elevated levels of the total cholesterol.

Analysts, however, gave thumbs-down to the plan as they were expecting the company to out-license the molecule to a pharma MNC.

Ranjit Kapadia, senior vice-president - pharma, Centrum Broking, said, “Cadila would have received $10-15 million upfront payment if the management would have licenced the molecule to an MNC. Besides, the company will be marketing the product in India where patented products do not carry major premium as compared with Europe and US markets. As a result the upside is limited.”

Cadila officials said 1,000 clinical trials were conducted for the drug in India against 300 prescribed by the US Food and Drug Administration (FDA).
However, analysts said launching in India doesn’t mean much as clinical trials here are not as stringent as the developed markets.

“Standards of trials in India are not that great and it will be a long-drawn process to get it approved by the US FDA. A lot will also depend on the success of the molecule in the market,” said a pharma analyst from an international brokerage.

In India, the company expects Lipaglyn to be in the top 50 drugs in the segment with a targeted sales of Rs 100 crore in the next 3-5 years. Overseas, the company sees regulatory approvals in some emerging and developed markets coming in next 12-24 months.

“We will also initiate clinical trials for markets like Europe and US and have earmarked $150-200 million. We will look for a marketing partner for sales/distribution of this drug there,” said Ganesh Nayak, COO & ED, Cadila.

Cadila is also working on eight more molecules. It has thus far spent $250 million towards these developments, including Lipaglyn.

It will continue to spend 6-7% of its annual revenues on research and development apart from Rs 500 crore capital expenditure.

ZeeQ to bring back CBeebies

This story first appeared in DNA Money edition on Wednesday, Jun 5, 2013.

BBC Worldwide is set to re-enter the pre-school edutainment broadcasting in India. The main commercial arm and a wholly owned subsidiary of the British Broadcasting Corporation (BBC) has inked an agreement with Zee Group’s edutainment channel ZeeQ to broadcast content from its pre-school brand CBeebies.

ZeeQ is India’s only edutainment channel for kids in the age group of 4-14 years. On the other hand, CBeebies is a pre-school brand aimed at children aged six years and below.

Subhadarshi Tripathy, business head, ZeeQ, said the CBeebies content is very relevant for ZeeQ considering the channels also follow the same principals in selecting and producing content.

“The arrangement is not only getting the content on to our channel, but also having CBeebies as a band on ZeeQ,” said Tripathy.

The CBeebies brand will launch on the ZeeQ channel starting July 1, 2013. Currently, ZeeQ is available on Dish TV and Videocon d2h in addition to all the leading multi-system operators across the country.

Tripathy said that ZeeQ pays for the content with BBC Worldwide while handling the air-time sales. “This we will do in agreement with BBC Worldwide following a set of dos and don’ts as prescribed by them,” he said.

Myleeta Aga, senior vice-president and general manager - India and content head -  Asia, BBC Worldwide, said that partnering with ZeeQ brings CBeebies’ favourite programmes back to Indian TV screens.

“The CBeebies time band on ZeeQ is just the beginning of our partnership. We look forward to working with Zee to continue to bring popular and award-winning CBeebies programmes to ZeeQ,” said Aga.

Calling it a long-term association, ZeeQ officials said that this license agreement will see CBeebies programmes – Teletubbies, 3rd & Bird and Charlie and Lola – being aired on ZeeQ from Mondays to Thursdays for an hour (between 9:30 am and 10.30 am), with a two-hour repeat telecast on weekends (between 11.00 am  and 1.00 pm).

The association will help ZeeQ tap the pre-school segment (0-3 years) as well and strengthen its current portfolio of programmes.

The channel currently airs a mix of live action and animated shows. Some of its prominent shows include Teenovation, Science with BrainCafe, Amar Chitra Katha Heroes, Sid the Science Kid, The Weekly Wrap and Word Match.

Cement companies may hike prices this month

This story first appeared in DNA Money edition on Wednesday, Jun 5, 2013.

Cement firms may raise prices this month as the demand is showing signs of improvement and also because they are looking to gain a price edge ahead of the lean monsoon season.

“Discussions are happening on increasing prices by Rs 10-15 per bag. My sense is that cement companies would increase prices by Rs 10, if not more,” said an industry source requesting anonymity.

Cement firms have been unable to pass on rise in costs — railway freight charges rose last year (25% weighted average) and coal prices have gone up 10% — due to lacklustre demand.

Sudhir Bidkar, CFO, JK Lakshmi Cement, said prices in April were lower than the March quarter, but things improved post mid-May.

“We have been able to at least get back to the realisation levels witnessed in March, particularly from the middle of May. While sustaining it, we are also looking for signs of improvement in demand to be able to increase prices,” Bidkar said during the fourth-quarter earnings call last week.

Though Bidkar did not quantify the extent of price hike, he said it will only be possible if demand pick up.

“There have been various reasons — like shortage of labour and excessive heat — for not being able to increase cement prices. However, with labour now starting to come back, one can hope there will be a price increase to some extent in June,” said Bidkar.

Analysts said given that June to September is a lean season, cement companies generally increase prices before monsoon sets in. This approach helps them arrest decline in prices, giving them a bargaining window for monsoon sales.

“The peak season this year has been really bad for the sector with prices under considerable pressure owing to subdued demand. Sales in monsoon may get further fall leading to more pressure on pricing. The pre-monsoon price increase mainly helps in maintaining the price levels,” said an analyst with a domestic brokerage.

In fact, markets in south India like Andhra Pradesh, which saw the biggest price decline in April, saw price increases of Rs 10-30 per month, the analyst said.

Cement, unlike consumer products, has traditionally had its pricing based on expenses that are externally influenced.

“It’s totally a demand-supply driven market unless you influence it adversely through some changes either in demand supply or in costs. While there are cost pressures, at the same time it is not as though the seasons are behaving traditionally. And with monsoon approaching we should be getting into a lean season, but then this year has also sort of bucked the seasonal trend,” said an official from one of the top cement makers.

Dr Reddy's, Fujifilm call off alliance

This story first appeared in DNA Money edition on Tuesday, Jun 4, 2013.

Dr Reddy’s and Fujifilm have called off their partnership to tap the generic drugs market in Japan after almost two years of planning and market analysis.

The companies had in July 2011 inked a memorandum of understanding (MoU) with plans to seta joint venture for developing and manufacturing drugs in Japan and had even conducted studies on business aspects.

“However, as Fujifilm realigns its long-term growth strategy for the pharmaceutical business, both companies have led to a mutual agreement to terminate the MoU,” the companies said in a joint statement on Monday.

GV Prasad, chairman and CEO, Dr Reddy’s Laboratories, called it an unfortunate development. “However, I want to reinforce our commitment towards a planned entry into Japan to bring affordable and innovative drugs to more patients worldwide,” he said.

The companies will continue to explore partnerships in other pharmaceutical businesses, the statement said.

“In the long-term we will be focusing more on priority fields such as new drugs in cancer, more value-added super generic,” said Takatoshi Ishikawa, director corporate vice-president and general manager of pharma products division, Fujifilm.

Analysts made light of the development. “We haven’t changed our estimates on Dr Reddy’s given the JV does not contribute anything,” said Sarabjit Kour Nangra, VP-Research, Pharma, Angel Broking.

When Rakesh Jhunjhunwala grilled Aurobindo Pharma brass with some hard questions

This story first appeared in DNA Money edition on Monday, Jun 3, 2013.

It was a ‘rare’ occasion when Rakesh Jhunjhunwala, partner in asset management firm Rare Enterprise, logged into the fourth-quarter earnings call of Aurobindo Pharma on Friday. The multi-billionaire investor was raring to ask the company’s top management some hard questions and pounced on the opportunity as soon as the operator unmuted his line. Here’s what followed, verbatim:

Rakesh Jhunjhunwala (RJ): I’d like to know how much is your net foreign currency (dollar) receipts, considering you have a sale of Rs 5,800 crore, of which Rs 5,000 crore is from overseas markets. What are your expenses really like, out of this Rs 5,000 crore?

Robert Cunard (RC), CEO, Aurobindo USA: It may be in the range of $250-300 million... I mean exports minus imports and other expenditure in the foreign currency for the year as a whole.

RJ: Right. So what is your net foreign exchange receipts?

RC: In the range of $250-275 million, in import expenditure.

RJ: Import expenditure is about $300 million?

RC: No. Net foreign receipts in dollars is in the range of $250-275 million.

RJ: That means your gross receipts is Rs 5,000 crore, which is nearly $900 million, and you are incurring $600 million expenditure outside India?

(Pin-drop silence from the Aurobindo Pharma side for 15 seconds)

Sudhir Singhi (SS), CFO, Aurobindo Pharma: In that number, domestic sales worth Rs 1,493 crore is there as well.

RJ: Foreign sales is Rs 4,500...

SS: Yes, Rs 4,000 crore is exports sales.

RJ: Rs 4,000 crore is export sales, that means about $750 million.

SS: Rs 4,000 crore divided by 55... that is approximately $725 million.

RJ: Then your expenses is about $400 million?

SS: Sir, that includes the import of raw material for API, which could be a considerable number. This could be a couple of hundred million dollars.

RJ: But you are following I’m told... And, what is your debt in foreign exchange?

SS: Our debt in foreign exchange is approximately $600 million.

RJ: So, you don’t have a natural cover on the debt, no?

SS: No no... Sir, what happened, see, we don’t hedge it from the operations. We have a surplus of about $300 million for which we take for trade operations a working capital borrowing in foreign currency, which is approximately $330-340 million. So, as far as operations are concerned, we are fully hedged.

RJ: No no, but your debt is $700 million, no? What is your debt in foreign exchange?

SS: Yes, the remaining debt (term loan) is repayable somewhere in the years 16, 17, 18, 19 and 20, so we are having a natural hedge by growing exports over a period of time.

RJ: Therefore, are you dividing your forex debt into two parts – one which is payable in the near future or is a permanent debt or one which is payable after a certain period of time?

SS: Yes, we are dividing it into two parts. The debt which is falling (due for) maturity over a period of one year is considered to be sort of working capital or including working capital, short-term loan. If you see that portion, which is about $350-375 million including debt repayable within one year, against which we have an extra hedge, net from the trade operations, i.e. exports minus import...

RJ: Yes, I understand that. But then the balance $300 million debt which is payable over the next 4-5 years, how are you accounting for the loss in foreign exchange there? You are passing it through the profit and loss (P&L) account or capitalising it?

SS: No, we are not capitalising it. Whatever the loss is there – quarter end as well as year end – we restate and charge the difference to the P&L account. So this year, you see our loss on account of forex is being accounted in the P&L account.

RJ: That means if the dollar goes up, you are a net loser.

SS: We will be the loser on the restatement of the loss, notionally.

RJ: If you are charging it to the P&L account, that means today dollar has gone up from Rs 54 as of March 31 to Rs 56.5, so to that extent, on your one-year loan, your loss is covered. But for $300 million, you will have to provide it in the balance sheet.

SS: Yes, every one rupee depreciation on the dollar we would be losing on the restatement Rs 30 crore. For instance, from Rs 54 to Rs 56 today, we are losing Rs 2. As on date if we account for it in our P&L account, we will be the loser by Rs 60 crore.

RJ: On the entire debt?

SS: On the entire debt of $700 million.

RJ: You also have a choice wherein you can differentiate a long-term debt as short-term? Why don’t you charge the loss on long-term debt directly to your balance sheet?

SS: Because we have not exercised the option which the government has given – I recollect two years ago – so we decided as per the accounting standards in the
Institute of chartered accountants that we charge it to the P&L account.

RJ: But that’s not a true reflection of your profits, no?

SS: It isn’t, but please understand that we classify the portion of the forex as interest. So, our interest cost on foreign currency is only 3.75% and if you add the rupee depreciation that has happened, 6.7%, the interest cost would have been 9%, which is nothing, but if we could have taken loan in INR (rupee), our cost would be 9-10%.

RJ: What kind of sales growth are you expecting this fiscal?

N Govindarajan (NG), MD, Aurobindo Pharma: We are clear that it should be over 20%.

RJ: So, that will mean sales of around Rs 7,000 crore.

NG: Yes sir. It will be a little over that number.

RJ: What kind of a margin improvement are you indicating?

NG: We don’t talk about specific numbers, but I’ll put it that we are expecting a minimum improvement of 200-300 basis points in fiscal 2013-14.

RJ: Does cash flow on your budgeted profit allow for any debt repayment?

NG: Yes sir.

RJ: What’s your plan? How much debt do you want to repay?

SS: As we said, we have about $47.5 million loan coming for repayment, which we are confident of repaying in the current year and the rest will continue.

RJ: That means you are repaying $50 million this year?

SS: That’s right sir.

RJ: Ok sir. Thank you.

(Sigh of relief from Aurobindo officials)

Siti Cable sees subscriber base doubling by March

This story first appeared in DNA Money edition on Saturday, Jun 1, 2013.

Siti Cable Network, which reported a 352% year-on-year increase in consolidated operating profit for the fiscal 2013 to Rs 86.96 crore, is looking to double its subscriber base to six million in fiscal 2014.

Total revenue at the multi-system operator for the last fiscal increased 33% to Rs 483.66 crore.
V D Wadhwa, chief executive officer, Siti Cable, said, “We are planning to grow the subscriber base  over 100% this fiscal.”

The new subscribers will largely come from the cities under Phase II of digitisation in addition to some of the Phase III locations where the company enjoys monopoly.

The company also exceeded its target of touching 2.5 million subscribers, closing the last fiscal with an subscriber base of 3 million.

Wadhwa said the company has taken several key steps like providing own-your-customer (OYC) system, carriage revenue share, training for business partners and customer education to ensure smooth transition to the digital regime.

“We have made a conscious effort to align our people, processes and technological upgradation more closely with our business strategy, thereby giving ourselves the best chance to capture emerging opportunities in the industry especially broadband, value-added services (VAS), etc,” he said.

During the fiscal, the company consolidated its presence in the country by expanding in the central, western and eastern regions.

Sanjay Goyal, chief financial officer, Siti Cable, said there is concerted understanding among major digital cable players and everyone is working towards expanding their reach on the ground.

“Digital Addressable System (DAS) cities and towns are getting stabilised gradually and we are already seeing majority of the collections for the first three to four months starting to flow into the system. While pricing has been increased, we expect it getting reflected either in June or July. Also tier-based pricing (ranging from Rs 100 plus taxes to Rs 267 plus taxes) has been finalised, which will be implemented in the next few months,” he
said.

This apart, Siti is also pursuing expansion in the regions it is currently present through joint venture and partnerships.

The company has presence in 60 DAS cities, of which 20 have already been covered in Phase I and II.

The rest are in the subsequent phases of digitisation.

Of its overall revenue, close to 65% comes from carriage/bandwidth charges.

“This year, however, it has come down to 45%, and close to 20% is from set-top-box activation and the balance from subscription that grew almost 300% last fiscal, mainly due to DAS invoicing and collections being done in Phase I and II cities,” said Goyal.

Siti Cable currently enjoys an average revenue per user (Arpu) of Rs 104, net of local cable operator’s share of revenue.

The weighted Arpu, according to company, is Rs 175, of which 33% is shared with the local cable operator.

Orient-Express provision costs IHCL dear

An edited version of this story first appeared in DNA Money edition on Friday, May 31, 2013.

Tata group’s hospitality business, Indian Hotels Co Ltd (IHCL) reported a standalone loss of Rs 338.90 crore in the fourth quarter of fiscal 2013 (Q4FY13) against a profit of Rs 65.21 crore in the Jan-March quarter of FY12. The loss, company officials said, was largely on account of exceptional expenditure to the tune of Rs 424 crore on account of provisioning for some impairment in the value of investments in Orient-Express Hotels (OEH) and BJets Pte Ltd (a private air charter company).

According to Anil P Goel, executive director - finance, IHCL, impairments to the tune of Rs 373 crore in Orient-Express Hotels (Rs 305 cr) and BJets Pte Ltd (Rs 68 cr) have been recognised in the books. “We have an offshore subsidiary company called Taj Hong Kong through which we have a variety of important off-shore investments. What we have done is looked at value of IHCL’s investment in the subsidiary company and re-looked at the valuation of the underlying portfolio, compared the upside and downside and based on the calculations we have recognised the said investments in OEH and BJets,” said Goel.

In addition, the company has created a provision of Rs 27.55 crore, to satisfy the obligations of BJets Pte Ltd, an associate company, currently under restructuring. Another Rs 23 crore has been incurred towards the settlement of a dispute that was under arbitration for over 25 years.

As for company board’s final decision on OEH investment that was to be taken in March 13, Goel said that the board has not yet taken a call on the same.

The standalone turnover of the company for the year ended FY13 was Rs 1875.86 crore as against Rs 1808.73 crore in the previous year. Profit after financing cost but before exceptional item was Rs 223 crore as compared to Rs 236 crore.

IHCL said that isolating the impact of the extraordinary provision of Rs 424 crore, the profit after tax for the standalone company would stand at Rs 147 crore. However, on a consolidated basis, it would be a loss of Rs 7 crore as against profit of Rs 3 crore for the preceding year.

For the fourth quarter FY13, IHCL reported an almost flat turnover of Rs 556 crore as compare to Rs 560.15 crore in the corresponding quarter of the previous fiscal.

Company’s debt on books on a standalone basis stood at Rs 2,500 crore while on consolidated basis it is Rs 3,800 crore. The company received Rs 370 crore in the form of cash from promoters of which Rs 270 crore has been used to retire debt.

IHCL opened six hotels with 677 guestrooms in FY13 and the total tally currently stands at 119 hotels with 14,423 guestrooms as on March 31, 2013. The company will launch 21 hotels in the next two years with a total of 2,688 guestrooms across the country.

The capital expenditure in the next 18 months will be to the tune of Rs 200 crore for two greenfield Vivanta by Taj projects in Dwarka and Guwahati. This will be funded through internal accruals.

IHCL is also restructuring the shareholding of its 20-odd international assets housed in different subsidiaries. Goel said that IHCL wants to through an elegant structure shift all of it into one international entity.

"It will be one apex offshore company owned by IHCL, As a result of this exercise, the profile of those 20-odd assets becomes visible through one entity and effectively what it becomes is that the some of the parts become more valuable. We are moving in that direction to have that flexibility and in a perfect world I’d like to do it in the current fiscal," Goel said.

Also, IHCL managing director Raymond N Bickson's tenure with the company gets over in July 2013. when asked, Bickson said he will be applying for an extension.

Max calls off Rs 540 crore Speciality Films sale

An edited version of this story first appeared in DNA Money edition on Friday, May 31, 2013.

Max India founder and chairman Analjit Singh’s plans to raise Rs 540 crore by selling Max Speciality Films (MSF) has fallen through owing to valuation mis-match. MSF is in the business of manufacturing flexible polymer films for multitudinous applications in food, non food, and industrial packaging, leather coating films.

Confirming the development, Mohit Talwar, deputy managing director, Max India, said the speciality films’ sale deal has been called off. “The non-binding term sheet we’d got into for our plastics business is unfortunately not going through. There were valuations differences and this business has gone through a bit of a struggle given the market conditions as a result of which we did not go ahead with the transaction,” said Talwar.

In September 2012, Max India had said that the decision to sell MSF was is in line with the group's strategy to focus on service oriented businesses of life. The company board had then approved the proposal for sale of 100% equity to Treofan Germany GmbH & Co - a German global technology leader for biaxially oriented polypropylene (BOPP) film. Established in 1990, MSF had registered revenue of Rs 703 crore, a growth of 77% over its revenue in the previous fiscal i.e. FY11. Its earnings ebitda also witnessed an increase of 50% over previous fiscal to reach Rs 77 crore.

Talwar added that the speciality films business has enough tailwinds as a result the company has now decided to add another line. “An approval for the same has already been received from the board,” he said. The equity component for this business, according to Talwar, is not significant and the company management is working towards a situation where there are possibilities of going in for part or full monetisation through a strategic investor.

In another development, IFC Washington (existing investor in Max Healthcare) is set to increase its stake in Max Healthcare from the current 2.3% to 7.5%. IFC also holds some shares in the healthcare vertical.

According to Talwar, Max India has got into an understanding with IFC Washington for a partial conversion of the preference shares into equity. “This transaction places a value of Max Healthcare at about Rs 2000 crore of pre-money. What this really means is that it cleans up the balance sheet, improves debt-equity ratio and also brings in some amount of liquidity in the company. As a result of this transaction, our other joint venture partner (Life Healthcare) who gets diluted, will be topping up upto 26%,” said Talwar.

We are a niche realtor focusing on creating landmark developments: Kailash K Agarwal

Kailash K Agarwal
with son Nishant Agarwal

An edited version of this Q&A first appeared in DNA Money edition on Thursday, May 30, 2013.

A non-resident Indian (NRI), Kailash K Agarwal, chairman, Avighna India Ltd, had a tough time searching for a quality residence in Mumbai to live in. The experience led him to conclude that finding a house that meets all the requirements is a dream come true. Ending his search, Agarwal went on to build his own residence Nishika Terraces - a 18 storey tower featuring six duplex apartments on Worli sea face. The most astonishing aspect about Nishika Terraces is that the state-of-the-art development was completed in a record eight months.

Taking this experience forward, in 2006 Agarwal acquired a seven acre mill land at Currey Road to launch the company's second luxury development called One Avighna Park - a pre-certified platinum rated project under Indian Green Building Council (IGBC) green homes rating system. The project, currently in a fairly advanced stage of construction, has already won five prestigious International Asia Pacific Property Awards in 2012 including the 'Best Residential High Rise Development' in the entire Asia Pacific region.

Earlier this month, One Avighna Park once again won seven International Property Awards held at Malaysia and will once again compete for the best residential development in the APAC region, the finals will be held in December this year. He spoke about the awards and the key highlights that led to winning the awards twice in a row. Edited excerpts:

Despite stiff competition, this is the second year the Mumbai project has won the International Property Awards.

Yes. The One Avighna Park project at Lower Parel has been awarded the Best Residential High-Rise Development and the Best High-Rise Architecture in the entire Asia Pacific (APAC) region. The competition was between developers from 23 countries including Australia, New Zealand, China, Singapore and Malaysia. The project also won awards in the categories of Best Interior Design Apartment, Best Renovation / Redevelopment and the Best Landscape Architecture in India. Last year, International Property Awards conferred One Avighna Park with the prestigious Best Residential High-Rise Development in the World.

Could you share the reasons and key highlights of the project that got it the awards?

First and foremost, we chose a rather unconventional approach to developing the exclusive residential development i.e. making luxury practical. Several proactive steps are being taken to ensure luxury doesn’t become a burden for residents. For instance, consumption of water, the development offers a long-term sustainable solution – treating sewage water and using the recycled water in areas where maximum water is consumed i.e. flushing, gardening and other such ancillary services. This will drastically reduce water consumption.

Common areas have been designed to have maximum natural light and ventilation ensuring significant reduction in power consumption. Being a cluster redevelopment, residents will also enjoy substantially lower property taxes – a life long benefit that holds great value.

As far as quality of construction is concerned, majority of the materials have been imported from Europe and America. The execution of mechanical, electrical and plumbing works have been contracted to a firm in UAE. We also have eight layer water proofing in deck and wet areas to arrest leakage problems for a period of 50 years at least. In fact, we have over 300 workers flown down from various Gulf Cooperation Council (GCC) countries to ensure international standard execution and workmanship.

Cluster developments typically tend to be very challenging. How did you deal with the hurdles posed by this project?

Managing tenants and convincing them to give their consent was quite challenging for sure. After continuous discussions with the 800 tenants explaining them the benefits and the change it will bring to their quality of life and living standards, we managed to get 100% consent for the development.

We have already shifted 90% of the tenants in to the redeveloped towers and another 10% will be shifted in three to four months from now. I must also confess that the two political bodies namely Shiv Sena and Maharashtra Navnirman Sena (MNS) extended all the help in getting this project off the ground.

We had asked for some concessions from the government which are very practical. The chief minister has promised and is working on it. However, since the final approvals from the government's side is yet to be received, suspicion tends to build up in the minds of the tenants.

Also, we have seen developers do the for sale component very seriously while the free component generally gets a step-motherly treatment.

We have stayed away from that approach to business and have ensure the tenants get an enhanced quality of life in the rehabilitated towers. We have taken Gold certification under the Indian Green Building Council (IGBC) green homes rating system for these towers which is unheard of in the Indian real estate sector.

What is the current status of this development? How are you funding it?

Of the two towers, one has already reached 51 floors and the second tower has reached 36 floors as we speak. When completed the two towers will be 64 floor tall with 278 apartments in 3-, 4- and 5-BHK configurations. We are targeting to complete and hand over the development with building completion certificate by mid-2014. Funding this development is being done completely through internal approvals.

One Avighna Park

How has the market responded to this project? Are you also targeting the NRI buyers?

Sales were opened just a few months ago and we are taking the by invitation only approach to finalising the buyers. In fact, we are closely screening buyers to ensure creation of a community of like-minded people. We are also staying away from selling to the investor community. Most of the buyers currently include gold and diamond traders as we also have a Jain Derasar (temple) there. We may also look to tap the NRI buyers as well in the near future.

Your company has land parcels in Thane and Pune. What are the plans like for these locations?

Out entire focus currently is on completing the One Avighna Park development. Unless and until this project is completed and handed over to the buyers we will not undertake any new project. We are a niche realtor focusing on creating landmark developments and we want to continue the same way in the future as well.

HDIL braces for legal fight after MIAL notice

An edited version of this story first appeared in DNA Money edition on Thursday, May 30, 2013.

Housing Development & Infrastructure Ltd (HDIL) plunged 10.3% in the intra-day trade on the news that Mumbai International Airport Ltd (MIAL) has served a notice of termination for its slum rehabilitation project citing unsubstantiated charges. The company shares recovered part of the losses to close 6.8% lower at Rs 47.95 in Mumbai trading on Wednesday. The realtor is set for a legal battle with MIAL and may also file for damages.

Hariprakash Pandey, vice president - finance, HDIL, said the company has not accepted the notice. "The termination notice is completely unwarranted and company will take all the necessary legal steps and is also looking at filing (as said by company chairman Sarang Wadhawan) as damage claim on MIAL," said Pandey. He added that their legal counsel has advised the notice of termination is not tenable in the court of law and that the realtor has initiated legal remedies available to it.

While HDIL claims it has fulfilled all the obligations pertaining to the slum rehabilitation project MIAL feels otherwise. According to sources, MIAL entered into Slum Rehabilitation Agreement with HDIL in October, 2007 and as per the said agreement, HDIL had to complete the slum rehabilitation within four years i.e. by 2011.

"However, HDIL continuously failed to perform and MIAL issued a Cure Notice in June 2011. Because of non-performance of HDIL, the MIAL board took a decision to terminate the agreement and accordingly, in the month of February, 2013, MIAL terminated the said agreement,” MIAL sources said.

However, HDIL management said they have already handed over over 1,000 apartments for the Sahar elevated road and that more than 16,000 apartments are ready clearly substantiating the company has have fulfilled obligations.

"We have applied to the Maharashtra government for taking possession of over 7,000 apartments, which has been pending for over a year now. There have been issues regarding the eligibility criteria of the slum dwellers and the Maharashtra government has taken cognisance of it. There is a policy issue with respect to eligibility norms of the slum dwellers which needs to be resolved. Our apartments are ready since over two years now but issue will only get resolved after the government comes up with clarity on the criteria and expedite the hand over process," said Pandey.

HDIL said it will continue work on the approximately 27,000 units and keep on receving the transfer of development rights (TDR) from Government of Maharashtra against these units.

However, following a conservative accounting policy, the company has written-off the unabsorbed costs on its books (profit and loss account as an exceptional item) around Rs 441.98 crore accumulated over a period of 3-4 years. The unabsorbed costs pertains to 65 acres of land HDIL is supposed to get after the completion or substantial completion of the slum rehabilitation project.

The market is also abuzz with rumours that banks have termed their lending to HDIL as non-performing asset (NPA). The company management said they cannot comment on this matter unless there is proper information given by the banks themselves. "There was some issue with bank payments in fourth quarter but none of our bank accounts are frozen as of now," said Pandey.

Prior to termination, MIAL also invoked HDIL's performance securities in the form of bank guarantee worth Rs 25 crore, MIAL sources said. Now that the termination notice has been served the HDIL management feels there is no question of any other performance security to be invoked. "There was a promissory note worth Rs 275 crore but that cannot be invoked as the agreement itself has been terminated," said Pandey.

Bajaj Electricals to double advertising spend to Rs 75 crore in FY'14

An edited version of this story first appeared in DNA Money edition on Tuesday, May 28, 2013.

Coinciding with its platinum jubilee celebrations, Bajaj Electricals will more than double its overall advertising spend for the current fiscal i.e FY14. The company has earmarked Rs 75 crore towards advertising as compared to Rs 38 crore it spent in FY12. The company is also looking to increase its sales turnover by 25% to over Rs 4,200 from Rs 3,416 it registered in fiscal 2012-13.

Anant Bajaj, joint managing director, Bajaj Electricals Ltd, said the company has a very elaborate spent planned considering it is their 75th year in business. "We clearly have on our mind to spend a significant money on advertising this year. In fact, you should soon start seeing significant visibility being created in the market place for our brand and products alike," said Bajaj.

Over the years, the management has been aggressively working on its distribution, product range and the consumer's requirement (in terms of a product) and it feels that advertising will only help it become better. "We have achieved very good traction in the market despite not spending too much in the past mainly because we have been smart in our spending. While continuing with that strategy, we will work smartly towards being more visible vis-a-vis competition," added Bajaj.

In another development, the company is also planning at taking its exclusive Bajaj World stores international. "A store has already been opened in Nepal, and talks are currently on for opening in Ghana, Nigeria, Sri Lanka and South Africa," said Bajaj adding that all these stores will added through exclusive franchise agreements.

As on May 1, 2013, the company had 42 Bajaj World stores operational in India and the management is looking at opening another 13-odd outlets in the next 45 days. A total of 75 stores are likely to get operational by the end of this fiscal.

The company is also in the advanced stages of setting up a new research and development (R&D) centre in Mumbai. It has a capex planned of Rs 45 crore, though not all of it has been invested in the centre as yet.

And with e-commerce starting to gain traction in the country, Bajaj Electricals has launched its e-retailing market place as well. The e-commerce portable has been up and running for the last five to six months. Bajaj said that the company is quite pleased with this initiative which has been giving them Rs 6 lakh to Rs 10 lakh worth business every month.

"We are currently selling most of the products available in the market but will gradually launch products that will be sold only through the e-commerce portal thereby creating a differentiation in the market place," he said.

The company also reported fourth quarter results for the fiscal 2013 wherein its net profit plunged 99% year-on-year to Rs 0.62 crore mainly due to restructuring of its engineering and projects (E&P) business. E&P sales declined 22% to Rs 285 crore in Jan-March and losses stood at Rs 51 crore as compared to a profit of Rs 21 crore in the fourth quarter a year ago.

Its net sales for the three-month period gained just 5% from a year ago to Rs 1,114 crore. Sales from consumer durables rose 22% to Rs 544 crore while lighting sales were up 15% to Rs 285 crore.

Wockhardt says speeding up process to be up to speed

This story first appeared in DNA Money edition on Saturday, May 25, 2013.

Drugmaker Wockhardt has stepped up efforts to mitigate the impact of an ‘import alert’ by the US Food and Drug Administration (FDA) for its units at Waluj in Aurangabad. The company will hire a US consultant and submit a corrective action plan within a fortnight.

”The consultant will be helping us in bringing this facility in compliance in a month or two maximum,” said Habil Khorakiwala, chairman, Wockhardt, during an analyst call on Friday.

Wockhardt has two facilities at Waluj, — one manufacturing injectables for the US and another that is not for US exports but has a product filed in that area.

”The FDA has observed non-compliance in terms of standard operating procedure and several other areas. This we are in the process of correcting. We will have clear replies to FDA within 15 days of the corrective measures and timelines we propose in terms of correction,” said Khorakiwala.

As a result of the import alert, Khorakiwala expects Wockhardt’s revenues to be impacted by Rs 550 crore, while margins are likely to be down 2%.

Anshuman Gupta & Prashant Nair, analysts with Citigroup, on Friday said they see revenues hit on two counts viz. discontinuation of approved products like Geodon, Comtan, Stalevo, Zithromax etc and delay in new approvals from the unit.

”While we don’t know how many abbreviated new drug applications (Andas) were filed from Waluj, we believe the list includes a few key products such as Reclast, Zometa, Adenoscan, Tricor, Arthrotec over this and next fiscal. We cut our topline estimates for the 2 years by $140m/$180m and await more clarity on potential mitigating measures (site transfers for instance) Wockhardt can explore,” Gupta and Nair said in a note.

Khorakiwala said Wochardt has over 47 Andas pending of which 50% has been filed from the facility that has received an import alert.

Chaitanya Joshi takes JWT Portfolio Night All-Star crown

Chaitanya Joshi

This story first appeared in DNA Money edition on Saturday, May 25, 2013.

Chaitanya Joshi, currently with Draft FCB Ulka, came out on top when he was adjudged the ‘All Star’ winner on Friday at JWT’s Portfolio Night 11 held in Mumbai. A gold medalist from Mudra Institute of Communications, Ahmedabad (MICA), Joshi was picked from a total of 90 contestants for the coveted title. He is now headed for New York where he will compete at the Portfolio Night All-Stars Creative Challenge in August.  

Colvyn Harris, CEO, JWT South Asia, terms a Portfolio Night ‘All-Star’ as the one who is rated as the most talented young creative and notches up the highest score of the evening. “This is the first time ever in the 11-year history of Portfolio Night that this has been instituted,” said Harris.

“It was wonderful to see 90 bright, young minds unleashing their creativity with the legends of Indian advertising. We hosted the event with a view to giving back to the industry and recognising and guiding aspiring young creatives to carve a career for themselves,” he said, adding the entire JWT team worked overtime to create and put together this event.

Tista Sen, national creative director (NCD) and senior vice-president, JWT India, who was part of an impressive array of 28 reviewers, talked about two types of portfolios that hogged the limelight. “One category included kids in college who were sharing their college projects and there were others who had put together different ideas to showcase their writing skills, mock up advertisements, art direction and illustrations skills. I met and reviewed some very interesting portfolios. Despite just starting out in life, the kids were very clear on what they wanted to be and do, which I think is fantastic,” Sen gushed.

Portfolio Night is an event that provides a platform to aspiring ad copywriters, art directors and designers to pitch their cases with renowned advertising creative directors. Ford Motor Company has partnered with Portfolio Night for the All Stars Creative Challenge and together with Ford’s agency Team Detroit, the Portfolio Night All-Stars will tackle a Ford creative brief.

Singh family rebuts Daiichi charges

This story first appeared in DNA Money edition on Friday, May 24, 2013.

The Singh family on Thursday said Daiichi Sankyo’s allegation of concealment and misrepresentation regarding drug research at Ranbaxy Laboratories is false and baseless.

On Wednesday, Daiichi Sankyo said it is weighing legal options to sue the former promoter-shareholders of the New Delhi-based generics drugmaker.

The Singh brothers — Shivinder & Malvinder — had sold Ranbaxy to Daiichi in 2008 for $4.6 billion. Daiichi bought a 51% stake — including 34.8% that the Singhs held — in June 2008.

The Singh family claimed that Daiichi Sankyo purchased their interests in Ranbaxy in 2008 after a long negotiation process, as is typical of deals of this magnitude, and after conducting full due-diligence.

“At every step of the way during the negotiation process, Daiichi Sankyo and its representatives were made aware of the on-going FDA and Department of Justice
investigations. They were also given full access to the documents at Ranbaxy pertaining to the FDA and DoJ investigations,” the Singh family said in a statement.

They added that Daiichi Sankyo went into the deal after satisfying itself with its due diligence and with the benefit of legal advice.

“The belated suggestion, made years after the fact, that information was concealed from and/or misrepresented to Daichii Sankyo is false and designed to divert attention away from Daiichi Sankyo’s own failures,” they said in the statement.

FDA import alert a Rs 550 crore hit for Wockhardt

This story first appeared in DNA Money edition on Friday, May 24, 2013.

An ‘import alert’ by the US Food and Drug Administration (FDA) on one of its plants is likely to cause a sales loss of $100 million or over Rs 550 crore, Wockhardt said.

The FDA has expressed concern on the drugmaker’s export-oriented facility in Aurangabad.

The Wockhardt management, however, said it should be able to restore most of that ($100 million impact on revenues) within six to nine months by shifting production elsewhere. “That is a worst-case scenario,” said Habil Khorakiwala, chairman.

Shares of Wockhardt fell 20% on Thursday to their lowest level in more than seven months, post the import alert published by USFDA for the Aurangabad unit.

Interestingly, the company’s shares had corrected sharply by over 20% earlier in April when FDA had sought clarifications on the company’s injectables facility in Aurangabad as it was not satisfied with the processes/systems there.

Calling it a routine matter, the company spokesperson has then said that there was nothing more to disclose.

Analysts familiar with the development had said that the company was issued FDA 483 letter for the Aurangabad unit which would be followed by a warning letter, if FDA is not satisfied with the response.

“However, it’s not something to be worried about as the said unit doesn’t contribute more than 3-4% of Wockhardt’s US revenues,” Bhavika Thakker, research analyst, IIFL had said.

Typically, in an FDA 483 letter scenario, once observations are given by the USFDA, the company is given one month time to rectify and submit their response.

Analysts had also said, in case the facility receives a warning letter, it would only affect new approvals in injectibles and not affect current revenue stream materially. The Aurangabad unit currently does not materially contribute to the company’s revenues as it does not include Toprol XL, Flonase or any high value product.

Dentsu acquires Capital 18's stake in Webchutney

An edited version of this story first appeared in DNA Money edition on Friday, May 24, 2013.

The Dentsu India Group has acquired 80% stake in Webchutney from Capital18 (venture capital arm of Network18) for an undisclosed sum. With around 200 employees, Webchutney is one of India’s leading digital agencies working in the areas of web design, social media, mobile and experiential digital advertising.

Rohit Ohri, executive chairman, Dentsu India Group, said, that partnership with Webchutney is another step in building the network of the future. "We’re now going to be able to put world class digital solutions in the centre of our offering to our clients," said Ohri.

Webchutney is Dentsu's first acquisition in the digital space. The integrated communication solutions provider had earlier acquired stake in Taproot India as well.

Though financial terms related to this deal were kept under wraps, Network18 informed that this divestment was in line with its strategy of monetising its investments and claimed the investment has generated a return of over 300% to the company.

Network18 held 70.06% stake in the company, through its investment arms Capital18 Limited Mauritius which held 49.42% stake and Capital18 Fincap Pvt Ltd which held 20.64% stake.

In the works for a while now, earlier media reports had pegged the deal size to be between Rs 40 crore and Rs 60 crore. For the fiscal 2012, Webchutney had registered a profit of Rs 6.35 crore on total revenue of Rs 21.55 crore.

Founded by Sidharth Rao and Sudesh Samaria in 1999, Webchutney will continue to operate independently under the management control of its current leadership.