Wednesday, May 31, 2006

News: India to emerge as biggest labour pool

(DNA 31/05/2006) Bangalore - Doomsayers may be talking about how India's cost advantage due to cheap labour is about to disappear as Indian salaries catch up with salaries in the western countries, but, leading US-based Boston Consulting Group (BCG) begs to differ.

A study carried out by the management consulting firm reveals that India's surplus population in the working age group is nowhere near depletion. In contrast, it will see the biggest surge in the world by 2020 as the surplus workforce moves to 47 million, while China faces a shortage of 10 million people by that year. USA's working age population will shrink the most, with a shortfall of 17 million, while Japan will be short of 9 million people, discloses the study.

"What this means is that, even in 2020, India's workforce supply will outstrip demand. This will pin down the rise in Indian salaries, and maintain the present gap between the Indian salaries and salaries of other countries, giving companies working out of India the same cost advantage they enjoy today," explains BCG director James Abraham.

Going by the BCG findings, India would have the maximum labour cost advantage by 2020, compared to other countries. India's surplus is way ahead of other countries with excess working class population, including Pakistan (19 million), Bangladesh (7 million), Indonesia (5 million), Vietnam (4 million) and Egypt (4 million). Countries that would face employee crunch include France (3 million), Spain (3 million), Russia (6 million), UK (2 million), Italy (4 million) and Germany (3 million).

"Those talking about the shortage of working age population in India are taking a myopic view. If the current level of 8% GDP growth rate is maintained, then this is the kind of surplus workforce that we are likely to see by 2020," says Abraham.

However, there's a catch here. Of the total surplus workforce that India will have in another 14 years, a very small proportion will be skilled.

Abraham feels the Indian industry, especially the knowledge industry, may not be able leverage this advantage to the fullest if the current education standards remain.

News: Hat-trick of highs in private capital flows

(DNA 31/05/2006) Mumbai - Flows of private capital to developing countries touched a record $491 billion in 2005, soaring for the third consecutive year, even as official flows of grants and loans fell for the fourth consecutive year.

Calling 2005 a landmark year in development finance, the World Bank’s World Development Finance 2006 report notes that the increase in private capital flows were broad-based across debt and equity instruments.

Long-term bonds, bank lending and portfolio equity showed particularly robust growth. At the same time, the report warned that developing countries must learn to manage capital flows effectively if macro economic stability is to be maintained.

Sudden changes in exchange rates and global interest rates could cause volatility in these flows, the report notes.

It particularly points to the surge in portfolio inflows associated with a dramatic increase in stock market prices, especially in Asia.

This could raise the risk of asset price bubbles, it cautioned. The report suggests that international efforts are needed to maintain a financial environment conducive to a balanced expansion and deployment of capital flows.

Interestingly, capital flows - especially FDI - between developing countries are growing more rapidly than flows from developed to developing countries.

Along with that, official flows of grants and loans fell for the fourth consecutive year.

What’s driving this surge in private capital flows?

Robust global economic growth, for one, especially in developing countries who’ve been growing faster than developed countries.

The other driver is financial innovations, especially local-currency financing, and structured financial instruments like credit default swaps.

This has helped investors manage their exposure to risks associated with emerging market assets, the report notes.

The report identifies the policy agenda for managing the volatility of capital flows.

The gradual opening of capital accounts, it says, must be accompanied by a further strengthening of macroeconomic policies, the development of local capital markets and regulatory institutions and risk management systems. It, however, rejects the idea of a return to capital controls.

Noting the huge accumulation of foreign exchange reserves - far in excess of liquidity and intervention requirements - the report suggests that countries would be well placed to allow local institutional investors to diversify their investment portfolio globally.

This, it says, could transfer currency risks from central banks to investors with a longer investment horizon. Besides, retail investors, it suggests, could also be allowed to invest in approved international assets.

It also recommends that developing countries strengthen corporate governance norms, as this will boost investor confidence and help the stability of capital markets.

News: India's GDP grows annual 9.3 pct in Jan-March

(RTR 31/05/2006) New Delhi - India's economy in the January-March quarter grew a faster-than-expected 9.3 percent from a year earlier, data showed on Wednesday, raising expectations for further interest rate rises.

The expansion rate in the fourth quarter of India's financial year, which runs from April to March, was higher than the revised October-December rate of 7.5 percent and above analysts' forecast for 7.8 percent annual growth in gross domestic product.

Analysts said the faster pace of growth, led by strong farm, manufacturing and services output, boosted the argument for higher interest rates in July when the central bank reviews monetary policy.

"It's a big positive surprise on the growth front. The strong report comes on the back of higher-than-expected farm sector and manufacturing growth," said Shuchita Mehta, economist at Standard Chartered Bank in Mumbai.

"It strengthens the case for a rate hike in July and is negative for bonds."

Agriculture -- which accounts for about 23 percent of GDP -- grew an annual 5.5 percent in the January-March quarter, compared with a downwardly revised 2.9 percent annual growth in the previous three-month period.

Manufacturing output, which accounts for nearly 15 percent of GDP, expanded 8.9 percent, faster than a revised annual growth rate of 8.3 percent in October-December.

Full-year GDP growth for 2005/06 was revised to 8.4 percent from a previous estimate of 8.1 percent.

The benchmark 10-year bond yield inched up to 7.6611 percent from 7.6552 percent after the data and the rupee gained to 46.35/37 per the dollar from 46.44/45 beforehand.

India's main stock index was down 4.8 percent, trimming losses of as much as 5.5 percent earlier in the day.

Indian policy makers forecast expansion in 2006/07 of 7.5-8.0 percent. Prime Minister Manmohan Singh has said growth should reach 10 percent in two to three years, although analysts say India's poor infrastructure could hinder long-term progress.

The figures are provisional. India does not release seasonally adjusted data to show change between quarters.

News: Bankers bet on India riches despite skinny fees

(RTR 31/05/2006) Hong Kong/Mumbai - Investment bankers are accepting lower pay cheques and taking on more risk as they ramp up operations and fight for deals in India.

"It is survival of the fittest," said Uday Kotak, vice chairman of Kotak Mahindra Bank.

"There have been players who have been in and out of the Indian markets from time to time, but long-term commitment is the key to success."

The allure of India, Asia's third-largest economy, is a market where investment banking revenues rose 79 percent in 2005 to nearly $375 million, according to research firm Dealogic.

"There's obviously pressure because of the increasing competition, but I don't think the fees are going to go down any further," said Vishal Kampani, executive director at JM Morgan Stanley, a joint venture between India's JM Financial Group and Wall Street heavyweight Morgan Stanley.

Nowhere is the competition more fierce than in the market for convertible bonds, where banks already generate narrower margins than they do underwriting stock sales or mergers.

"There's some inherent natural fee compression, but they certainly haven't gone the way of Taiwan," said Ronnie Potel, vice president and equity-linked specialist at Citigroup Inc.

Traditional convertibles pay roughly 1 percent in India, and have fallen to as little as half that in recent years in Taiwan.

"We aim to be number one but to also be profitable," said Potel, whose firm has generated the most net revenue from Indian convertibles this year, according to Dealogic.

Indeed, issuers don't always get their way.

When Jet Airways Ltd., India's top domestic airline, tried to squeeze bankers on fees for a $500 million convertible bond offering in March, investment banks said a rare "no thanks".

Jet Airways is still looking for banks to do its deal, a source familiar with the situation said this week.

INCREASED RISK

Some banks have put aggressively priced deals on their own books -- a dicey proposition if prices fall.

So far, the market boom has protected banks from getting caught out when holding on to deals. Barclays made a big return after being stuck with part of a Vedanta deal in January, bankers say.

Even with the recent market slide, stock prices have more than doubled since May 2004 as investors seek more exposure to a country with 8 percent economic growth.

As a result, convertible issuance has risen to $4.5 billion so far in 2006, surpassing the total of $3.6 billion for all of last year, Dealogic said.

"The sector leaders in raising converts out of India have been autos, pharmaceuticals and telcos," said Ashok Pandit, managing director, equity capital markets for Deutsche Bank, which has about 1,800 staff in India.

"Further issuance will be driven by how the markets perform," he said. "The underlying fundamentals remain strong."

Straight equity deals are getting competitive, too.

Reliance Petroleum Ltd. used nine underwriters for its $600 million IPO earlier this month, while real estate firm DLF Universal Ltd. has hired eight banks to work on its upcoming $3.5 billion offering, potentially the largest ever from India.

By comparison, Bank of China needed just three investment banks to lead its $9.7 billion IPO.

COVETED FOOTHOLD

Banks such as Macquarie Bank and Lehman Brothers are expanding in India to jostle with stalwarts such as Citigroup, Deutsche and Morgan Stanley.

"We have an early mover advantage having a track record and a strong onshore banking team," said Chris Hui, head of Asian structured corporate finance for Barclays, which does not compete for IPOs or merger deals.

Firms like Merrill Lynch have started shying away from traditional convertibles in favour of bigger paydays.

Merrill, which recently paid $500 million to boost its stake in its Indian joint venture to 90 percent from 40 percent, has changed its focus to structured deals such as pre-IPO financing for smaller, high-growth companies.

Lehman plans to set up an investment banking unit in Mumbai this year. Credit Suisse is relaunching its brokerage arm, dormant since 2001, while Goldman Sachs is ending its tie-up with Kotak Mahindra Bank Ltd. to go at it alone.

The only people who have moved faster into India are overseas investors, if the convertible bond market is any indication.

"Every deal we do, we add a couple more investors to the order book," said Doug Decker, global head of convertible bond origination for Barclays. "In an order book of 100 names, it may be two or three new ones."

News: Indian shares drop 6 pct, rupee hits 3-yr low

(RTR 31/05/2006) Mumbai - Indian shares fell as much as 6.25 percent on Wednesday joining a drop across world markets, with a pullout by foreign investors pushing the rupee to a three-year low.

A stronger-than-expected 9.3 percent economic expansion in the January-March quarter from a year earlier, along with central bank intervention, helped pull back the rupee slightly.

But expectations the robust growth would push up interest rates weighed on stocks and bonds.

Dealers said investors were nervous after an emerging markets sell-off this month caused by concerns about high valuations, rising interest rates in Japan and the United States and volatile commodity prices.

"The fall in Indian market is related to global liquidity movement," Swati Kulkarni, a fund manager with UTI Mutual Fund, which controls assets worth $6.8 billion. "Other variables like the strength of the economy and structural advantages remain intact."

The 30-share BSE index was down 5.72 percent at 10,176.41 points by 0805 GMT, after falling as much as 6.25 percent. The benchmark has lost more than 20 percent from its all-time high of 12,671.11 points on May 11.

Shares in Japan and Singapore were down 2.5 percent after Wall Street fell 1.6 percent on Tuesday on concerns of a slowdown in U.S. consumption.

India has borne the brunt of a foreign sell-off, with outflows of $2.47 billion in 13 sessions to Monday. This has sliced net foreign fund investments to $2.38 billion since the start of January.

"The market will continue to be volatile. The recent fall has brought the valuations down to around 16 times forward earnings and we expect it to remain in a band of 16-19 times in the short-term," Kulkarni said.

Bellwether Infosys Technologies Ltd., India's No. 2 software exporter, lost 5.5 percent to 2,860 rupees on concerns about U.S. consumer spending that faces a potential slowdown due to high oil prices.

Top bike maker Hero Honda Motors Ltd. fell more than 7 percent and number two Bajaj Auto Ltd. lost 5 percent on concerns higher fuel prices would hit demand. India is expected to review domestic retail fuel prices by Friday.

The economic expansion in the fiscal fourth-quarter was higher than the revised October-December rate of 7.5 percent and above analysts' forecast for 7.8 percent annual growth. Analysts said this would boost prospects for an interest rate increase.

"The central bank may raise interest rates by 25 basis points in its next review," said Abheek Barua, chief India economist at ABN AMRO Bank. "We expect a GDP growth of 7.5 percent for the current fiscal year that began April 1."

RUPEE SLIDES, BONDS YIELDS RISE

The rupee dropped 0.6 percent on the day to 46.57 per dollar, its lowest since June 2003, according to Reuters data, before central bank intervention pulled it back slightly. At its lowest, it was down more than 3.0 percent this year.

Traders said the equity outflows made the rupee vulnerable to a widening trade deficit caused by high oil prices and rising imports to feed a robust economy.

"Recent trade data suggest further trend deterioration in India's external balance. Moreover, renewed oil price gains may exacerbate this," Standard Chartered Bank said in a report.

"In the immediate term, this may mean that the rupee may continue to underperform."

Oil is India's biggest import and analysts expect the rising oil bill to widen the trade gap to $59.1 billion in the year to March 2007 from $55 billion a year earlier. The trade deficit was at $4.21 billion in April, higher than $2.90 billion in March.

Federal bonds yields climbed to four-year highs on worries the central bank may raise short-term interest rates to defend the rupee and as investors braced for a fresh bond auction of $2.2 billion.

News: 'Indian economy not overheating'

(RTR 31/05/2006) New Delhi - There is no evidence of overheating in the Indian economy, which grew at a faster-than-expected annual rate of 9.3 percent in the January-March quarter, the deputy chairman of the Planning Commission said.

Montek Singh Ahluwalia also told reporters that there was scope for further expansion in the manufacturing sector.

News: Tesco close to deal with Bharti for retail bang

(TNN 31/05/2006) Mumbai - Tesco, the world’s third-largest retailer, is understood to be finalising an agreement with Sunil Mittal’s Bharti Enterprises for a separate retail venture to cash in on a surging, consumer-driven boom in Asia’s third-largest economy.

Tesco proposed JV with Bharti Enterprises, the holding company which is controlled by Sunil Mittal’s family, will focus primarily on selling fresh foods, staples, grocery and other convenience foods across cities and towns in India.

Sunil Mittal, chairman and group managing director, Bharti Enterprises, said that the company had yet to finalise a foreign partner.

“We are in talks with a few of them and will finalise it in the next few months,” he said. However, sources said that Bharti had finalised Tesco as its retail partner and that negotiations were in final stages. Officials of both the companies are believed to have spent the past four months hammering out the details.

The joint venture vehicle will be a separate retail company. The agreement is being structured in a different manner to ensure that Tesco does not own any stake in the front-end, retail arm and that it does not violate any existing rules. Sources close to the discussions said that there would be a profit-sharing agreement between Tesco and Bharti and clauses to enable Tesco to pick up a stake in the retail venture as and when FDI rules are changed.

On one hand, India does not allow FDI in multi-brand retail stores. On the other hand, foreign companies can own up to 51% in single-brand retail stores. Tesco is very clearly focusing on building up capabilities in the country and preparing for a strong presence in the Indian market until the FDI rules in retail are relaxed, the sources added.

Tesco is the UK’s biggest retail chain employing more than 2,50,000 people, with annual sales of more than 40bn pounds and a pre-tax profit of over 3bn pounds. Its imminent entry signals, the strong interest among global retailing giants for a presence in India which today offers more opportunities for growth, thanks to its growing middle class and consumption-driven boom.

But Bharti is not the only group in Tesco’s sights. The UK-based giant is already believed to have entered the Indian market through an understanding with Home Care Retail Mart, founded by a former promoter of D Mart. Home Care has already launched a hypermarket format called Magnet in Mumbai, the sources said.

Ashok Maheshwari, one of the main promoters and managing director of retail chain D Mart, quit to start Home Care Retail Mart sometime ago. A prominent NRI business group is understood to be a strategic investor in the new retail venture, the sources said.

Tesco, the sources said, is believed to have invested in the venture through a structured arrangement to ensure that no FDI norms are violated.

The Magnet retail chain is expected to be scaled up to 50 stores by ‘10. The 50,000 sq ft Magnet with 23 product categories and 26,000 stock keeping units (SKUs) has on display everything from fruits to furniture and fixtures. Bharti Enterprises has forayed into agri business through FieldFresh Foods, a 50:50 joint venture with the Rothschild Group-controlled ELRo Holdings India.

The company, a back-end supply chain, exports fresh fruits and vegetables to markets in the European Union, the UK, South East Asia and West Asia. Fieldfresh Foods is handled by Sunil Mittal’s brother Rakesh Mittal, while the retail venture is handled by Rajan Mittal.

The country has embarked on the process of opening up the retail sector by allowing up to 51% foreign equity in single-brand retail in February. Bharti and Tesco already have business dealings as Bharti supplies fresh products through its company, FieldFresh Foods to Tesco.

US billionaire investor Warren Buffett has invested $329m in Tesco which operates across 10 markets. The first Tesco store was opened in 1929, but it is only since the 1990s that Tesco significantly increased its retail focus. In addition to food, the company now covers non-food products, personal finance, internet retailing, home shopping and petrol retailing in the UK, with Tesco.com and home shopping also operating in the Republic of Ireland and South Korea.

Tesco’s Hindustan Service Center in Bangalore has developed an integrated suite of applications called `Tesco in a Box’ which is shipped to any country where Tesco opens a new store, like it did recently in Turkey. Also, the Bangalore centre supports the British retailer’s US operations.

News: Full float of rupee after proper checks

(PTI 31/05/2006) New Delhi - Government on Wednesday made it clear that full float of rupee would be allowed only after putting in place a regulatory mechanism to ensure financial stability and creating congenial atmosphere like containing revenue and fiscal deficits.

"We are gradually moving towards full Capital Account Convertibilty, but first we have to create conditions congenial for that," Minister of State for Finance P K Bansal said in an Assocham seminar here.


Fiscal deficit and revenue deficit are matters of concern. But "we have reason to be optimistic to achieve three per cent fiscal deficit and zero per cent revenue deficit by 2008-09," he said.


With the implementation of fiscal responsibility and Budgetary Management Act, both the centre and state governments are serious about fiscal consolidation.


India is a strong economy, that is the condition which has to be created before moving to full CAC, which has to be gradual, he said.


Bansal said at present India has permitted limited capital flow into many sectors and talks are on for allowing foreign investment in retail sector.


He said the government has also liberalised the borrowing norms for raising capital from overseas market.


He said public expenditure is a matter of concern but with implementation of outcome budget, the ministeries have been made more accountable.

News: Rolls Royce launches Phantom in India

(PTI 31/05/2006) Mumbai - European auto major Rolls Royce on Wednesday launched the `Rolls-Royce Phantom' luxury car in the Indian market aimed at tapping the growing consumer demand for luxury vehicles in the country.

The car is priced at Rs 3.5 crore, a company release said here.

Rolls Royce has opened the first showroom in India and Navneet Motors Pvt Ltd would be the authorised car dealer in India, it added.

News: India's FY06 GDP gowth at 8.4%

(BS 31/05/2006) Mumbai - India has sustained its high economic growth clocking a growth of 8.4% for 2005-06 compared to 7.5% the previous year.

According to the advanced GDP estimates released today, the high growth rate is on account of a 12% growth in construction and a 11.5% in busines services.

Manufacturing sector registered an increase of 9.7% while electricity, gas and water supply witnessed an increase of 5.3%.

News: Restaurant chain TGI Friday's plans Indian expansion

(BL 31/05/2006) New Delhi - Restaurant chain TGI Friday's has picked up a 25.1 per cent stake in its Indian master franchisee firm, Bistro Hospitality (P) Ltd, for an undisclosed sum.

TGI Friday's, which is owned by a subsidiary of Carlson Restaurants Worldwide, has charted out expansion plans. Richard Snead, President and CEO of Carlson Restaurants Worldwide, said: "Our purpose for investing is to create a catalyst for growth and our goal is to more than triple our investment and the number of restaurants in the next five years."

The company plans to open 25 restaurants in Chandigarh, Jaipur, Pune, Hyderabad, Chennai and Kolkata, besides Delhi and Mumbai at an estimated investment of Rs 100 crore.

"Each outlets costs us around Rs 2-4 crore depending on the location," Rajan Jetley, Chairman Bistro Hospitality (P) Ltd, said.

The chain, including the upcoming project in Delhi, has six restaurants in the country so far.

However, in the long term, the company is looking to open nearly 60 restaurants in the country and is targeting an annual turnover of around Rs 100 crore from the current Rs 25 crore in the next five years.

Currently, for the US-based chain, the UK and Korea are the largest international markets and according to Snead, the company wants to develop the Indian market to be one of its largest international businesses.


News: SBI to buy 2 banks overseas

(BL 31/05/2006) New Delhi - State Bank of India expects to complete the acquisition of Giro Commercial Bank of Kenya and PT Bank IndoMonex of Indonesia in the next two months.

"We will acquire these two banks in two months time," A.K. Purwar, Chairman, SBI, told reporters on the sidelines of a function held for the release of commemorative coins as part of the bicentennial celebrations of the bank.

Asked about recent rupee movements, Purwar said that it's a market-determined movement and that the bank was doing its normal commercial operations. "We are an open market economy," he said.

He said that the fundamentals of the economy are strong and that there was good credit growth in retail, corporate sector and small and medium enterprises.

On the recent slide in stock market indices, Purwar declined to comment on the quantum of purchases that had SBI made but added that it was a good buying opportunity.

News: Shoppers' Stop to bring in more global brands

(BL 31/05/2006) Mumbai - Shoppers' Stop is planning to ramp up the presence of its international brands at its stores.

Currently the licensee brands comprise only 5 per cent of its total business and the retail chain is planning to introduce more brands at its stores, which includes roping in the existing stand alone stores as in-store labels within its premises.

B.S. Nagesh, Managing Director & Customer Care Associate, told Business Line: "Being one of the largest retailers, there have to be better offerings at our stores."

In the recent past Shoppers' Stop has been adding the number of licensee brands at its stores, which include brands such as Mother Care and Mac.

It now intends bringing in a jewellery brand from Dubai. Govind Shrikhande, Customer Care Associate and CEO, Shoppers' Stop, said: "We intend bringing in more licensee brands and these would include categories such as footwear, watches and jewellery."

Besides, there are plans to bring stand-alone stores such as Tommy Hilfiger into its large format stores.

At the same time, the retailing chain has also taken the onus of creating stand-alone stores for its licensee brands.

For instance, in the case of Mother Care, Shoppers' Stop would be creating 20 stand-alone stores for the brand while in the case of the cosmetic brand - Mac (with brands such as Clinique and Estee Lauder) - there is a target to make 10 independent stores for the brand.

Notwithstanding the steep import duties on cosmetics (110 per cent), Shoppers' Stop finds it rewarding to create these brands in the Indian market.

"We will go slow and steady in building these brands, especially Mac, in India," said Shrikhande, who said that his chain is already making money on the licensee brands.

Meanwhile, a new company called HyperCity Retail (India) Pvt Ltd has been floated by the K Raheja group as it makes a foray into the hypermarket model.

Having opened its first HyperCity outlet in Malad recently, there are plans to increase its presence by opening 3-4 stores every year.

Shoppers' Stop is also looking at picking up a 51 per cent stake in the venture.

Nagesh, who also doubles up as Vice-Chairman of Hypercity Retail, said: "The expansion for Hypercity will be funded through Shoppers' Stop as well, where we might pick up stake in the company."

News: India witnesses over $1.2 b foreign funds outflow

(BL 31/05/2006) Mumbai - India and Korea bore the major brunt of the recent sell-off by foreign funds in emerging markets. It is estimated that foreign funds pulled out about $5 billion last week from emerging markets with India alone witnessing an outflow of over $1.2 billion.

According to data filed with the Securities and Exchange Board of India, the total sell-off by foreign funds in the last eight trading sessions accounted for $2.5 billion (Rs 11,131 crore).

The pull out from Korea was higher during last week at $1.549 billion, according to the Emerging Portfolio Fund Research, which tracks foreign fund flows into emerging markets.

The other major markets that have witnessed sell-off include Taiwan ($1.185 billion), followed by Thailand ($555 million).

"India has been receiving out of proportion inflows by foreign funds," said Chetan Ahya, Executive Director, JM Morgan Stanley, a leading investment bank. According to him, Indian equity markets were receiving about 20-25 per cent share of overseas funds dedicated to emerging markets.

With foreign funds turning net sellers after the rise in the US interest rates, it was only natural that the sell-off is on a larger scale in India, Ahya said.

However, according to analysts, the sell-off by foreign funds may have stopped for the moment. "Any major impact on the stock prices will have a drastic impact on the existing holdings by foreign funds," said a research analyst in a local broking firm. "Long-term players will stay invested, while short-term participants like hedge funds move out in search of better returns," he said.

At present, foreign funds hold over $43 billion worth stocks in India (after the recent trimming in holdings) and fall in prices would mean that the value of their holdings come down. The benchmark BSE-30 Sensex has shed 1884.48 points or about 15 per cent from the peak of 12,671.11 points on May 11.

"There are always some new funds waiting to enter once the stock prices fall to a certain level. It is wrong to categorise FIIs as just one segment," said Rajan Krishnan, Business Head (Asset Management), Principal PNB Asset Management Company.

Two years ago there were 552 registered FIIs in the country. Today, the figure has risen to 916, according to SEBI.

Tuesday, May 30, 2006

News: Indo Fair 2006 on in Trinidad

(TTG 30/05/2006) Port of Spain - In a bid to strengthen relations between India and Trinidad, a 125-member Indian delegation, supported by the Trinidad High Commission in India, arrived here last week to explore areas of mutual interest for possible joint ventures to promote bilateral trade.

In a release from International Business Promotions, managing director Jagnanan Sookoo said his company was facilitating the businessmen of both countries in this endeavour.

IBP is also hosting Indo Fair 2006 at the Centre of Excellence, Macoya.

More than 50 Indian companies are participating in the fair, showcasing a variety of merchandise including hand-carved furniture, handicraft, apparel, jewelry, home furnishings and kitchenware.

Sookoo plans to make the trade fair an annual event to commemorate Indian Arrival Day (today) and to strengthen ties between both countries.

Indo Fair 2006 ends June 4.

News: Indian shoppers set for mall-a-mall weekly

(TNN 30/05/2006) New Delhi - After the spurt in the number of discount stores, the new concept making way into India’s retail space is discount malls. With retail heavyweights such as the Hiranandanis, Essel Group and Vatika Group of companies planning to make their foray, some small players have already made a beginning.

Mall goers, can therefore, look forward to discounted rates ranging from 25-60%, while they shop for their favourite brands under one roof. Discount malls would primarily constitute of factory outlets of various brands in categories such as apparel, cosmetics, electronics et al. Some existing names in this space are KK Bazaar in Pune and Huma Mall in Mumbai.

Spurred by international success many Indian builders are now betting big on these specialised malls. The concept behind a discount mall is to get the surplus production of leading brands and eliminate the middleman. One such mall coming up in Mumbai is Orchard Road Mall by Royal Palms Estates.

“Our mall is designed keeping in mind the issue of location and overhead cost vital to factory outlet concept at the same time complementing existing distribution streams for maximum revenue generation,” says Dilawar Nensey, joint managing director, Royal Palms Estates.

Orchard Road Mall is designed with four distinct areas, two housing all the brand outlets, one that functions as a food court and for hosting cultural events and one housing the anchor tenant — HomeMakers.

“We would be offering space in our malls on an ownership basis at an affordable price so that they benefit from the marginal costs and give consumers a discounted price,” he adds. Provogue is one such brand, which has already insured its presence in Orchard Road Mall.

Property consultants Knight Frank India estimate around 10 such discount malls to come up in the next 2 years in cities like Mumbai, Delhi, Chennai and Bangalore.

“Although this concept has been around for a while internationally, there is no such format in place in India as such. But with many builders showing an interest in such consumption centres we expect a rise in number of these malls,” says Prakrit Mehta, head of retail division, Knight Frank India.

When contacted, the Vatika Group spokesperson said that the finances of the discount mall project are yet to be finalised but the process is under way. “We are into malls in a big way right now and discount malls would be one such foray,” he says.

An existing player in the discount mall space is Huma Malls, which houses factory outlets of brands like Nike, Adidas, Wrangler amongst others is planning another two malls in Thane and south Mumbai very soon.

“We offer discounts in the range of 25-60% and during festival time there is a flat 50% discount on all brands,” says Mohammad Khalid Sidiqui, CEO of Huma Mall.

News: Pantaloon arm raises $400 m

(TT 30/05/2006) Calcutta - Indivision Capital, a private equity fund launched by the Pantaloon group targeted at the domestic consumer goods industries, has raised $400 million with some of the world’s well-known families investing in the fund.

Global financial powerhouse Goldman Sachs has come in as the anchor investor with a commitment of $100 million.

Group CEO Kishore Biyani said the fund would be closed in a few days. He, however, declined to identify the investors.

“They are all high net worth individuals,” Biyani said on the sidelines of a seminar on retail in Calcutta on Saturday.

The fund would pick up stakes both in listed and in private companies in the consumer sector and it will be controlled by the present management.

The money would be deployed within two years. Biyani said he is expecting a return of 30 per cent annually. “We will invest in 20-25 companies.”

Although there is a green-shoe option to raise more money, the fund has decided to go against it.

Pantaloon has roped in Atul Kapur, managing director and principal strategist of Goldman Sachs’s private equity fund, to head Indivision Capital as the managing director and chief investment officer.

Indivision will provide guidance to the firms where it will invest. Also, the invested firms will get a national distribution network for their products through Pantaloon.

Bengal plan

Pantaloon will invest Rs 500 crore in Bengal in the next two years to develop property and take space on rent to launch its different retail formats. Its pan-Indian investment would be close to Rs 2,500 crore.

Biyani said 30 lakh square feet of retail space would come up in Calcutta alone, while another 4-5 lakh would be in districts.

The group would set up 11 Big Bazaar, 20 Food Bazaar and six Pantaloon shops during this period.

Presently, it has 2 lakh square feet of space.

It is planning a 30,000-sq-ft facility in Haldia, 50,000 sq ft in Burdwan and 100,000 sq ft in Kharagpur. Apart from this, it has planned various retail formats for Darjeeling, Siliguri and Guwahati.

The company is also set to launch its high-end electronic brand, Sensei, in the coming months.

News: Adidas India to invest heavily in retail operations

(F2F 30/05/2006) Mumbai - Sports goods and footwear manufacturer adidas India is to open flagship stores in the metros and will make hefty investment in retail operations, informed Andreas Gellner, Managing Director.

Speaking to media, he conveyed that India is very important market and will emerge among top 10 revenue generating markets for the company.


adidas India has been growing with compounded annual growth rate of 50 percent, sources revealed.


Company started operation in India way back in 1996. Gellner stated that in India 100 percent FDI is not allowed, so they will adopt franchisee route and will open stores in Chennai, Mumbai, Delhi, Hyderabad, Kolkata and Pune.


Though company has 30 percent market share in India, it contributes less than 1 percent of adidas's global revenue at €6.6 billion.


adidas has 110 stores; some monobranded and others multibranded and the former contributed 60 percent of total sales in India.


Company also plans to launch retail management education partnering with leading educational institutes to train its manpower for the growing sector.


adidas is a name that stands for competence in all sectors of sport around the globe. The vision of company founder Adolf Dassler has long become reality, and his corporate philosophy the guiding principle for successor generations.


The idea was as simple as it was brilliant. Adi Dassler's aim was to provide every athlete with the best possible equipment.

News: India to drive Unilever growth

(TNN 30/05/2006) Mumbai - Hindustan Lever, that has seen its profits dipping since the early 2000s due to a slowdown in consumer demand, now sees India as the growth driver for its parent - Unilever.

Thanks to rising incomes, robust economic development and changing lifestyles that would augur growth for the company and for the FMCG sector in the coming years.

For Unilever, developing and emerging (D&E) markets like India, China, Africa among other countries have contributed over 67% to its turnover in 2005.

"By 2010, consumer spending in D&E markets will overtake that in developed countries. Hindustan Lever is positioned to capture the opportunities in India with its vast and differentiated brand portfolio. Also, with its innovation and R&D capabilities it would be able to straddle the entire pyramid,"said Harish Manwani, chairman of HLL.

The socio-economic break-up of India, expressed as a pyramid, would drive consumption and uptrading across categories, Manwani added.

Meanwhile, Hindustan Lever has created separate sales team to cater to the different channels of retail trade. For instance: Organised retail.

This segment currently constitutes just 3% of its FMCG sales but is growing at 25% per annum. HLL brands are sold through a distribution network of 6.3 million outlets across the country.

News: Street stores are a threat for Indian retailers

(IBN 30/05/2006) New Delhi - The Commerce Ministry believes that Indian high street stores are as big threat to unorganised retailers as foreign players. But Pantaloon's Managing Director Kishore Biyani begs to disagree.

This isn't the true face of Indian retailers. Barely two per cent of retail establishments in India look like this.

According to the Union Commerce Ministry, there are close to one-and-a-half crore retailers in this country.

Addressing a congregation of retail biggies, Secretary of the Union Commerce Ministry, Ajay Dua, said that the likes of Pantaloon and Shoppers' Stop are as big a threat to unorganised retailers as foreign players looking to enter India.

"The emotions become less intense if it is domestically-owned rather than it being a foreign one. So, to that extent there is a difference that you are being displaced by a local person and not a foreign one," said Dua, Secretary, Department of Industrial policy and promotion, Union Ministry of Commerce and Industries.

That's been the view of the Union Commerce Ministry, which is now looking at ways to protect small retailers from the onslaught of organised players. But Pantaloon's Managing Director, Kishore Biyani disagrees.

He claims that his company's expansion didn't hurt unorganised players and Pantaloons has never been seen as a threat, anywhere in the country.

"We bring in a lot of local trade to partner with us. I think that helped us in creating a lot of respect for us. And nobody has ever thought that we are a threat for them," said Kishore Biyani, Managing Director, Pantaloons.

Clearly, the Left alone isn't opposing FDI in retail. Organised Indian retailers, too, are not willing to let foreign players in, not just yet.

But most of them are already making preparations to compete with the likes of Walmart and Tesco, because it might not be too long before they scale the barriers and march in its money control story... just change the headline and put.

News: Chinese airline to deploy Indian stewardesses

(PTI 30/05/2006) Beijing - China Eastern Airlines Co. Ltd, the only Chinese airline that operates a direct flight to India, will deploy Indian nationals as airhostess for the first time on its Beijing-Shanghai-New Delhi flight from June 3, the company announced on Tuesday.

China Eastern, based in the eastern Chinese metropolis, Shanghai, announced that 16 Indian girls had completed professional training as air stewardesses and would work on the Beijing-Shanghai-New Delhi route.

They are the first group of Indian stewardesses ever hired by a Chinese air company, Xinhua news agency reported. Their monthly salary will be USD 800, a spokesman for the China Eastern Airlines said.

China Eastern Airlines opened flights from Beijing to Shanghai then to New Delhi in March 2002. Now there are four weekly flights on the route.

The air company also began to provide air services for passengers from Beijing and Shanghai to Mumbai and vice versa in April last year, increasing its flights between the two nations to seven a week.

To recruit foreign stewardesses is one of the measures China Eastern Airlines has taken to further localise its air services.

Currently, the company has recruited 100 in-flight attendants from foreign countries including Japan, South Korea and India. It is planning to recruit more attendants from Russia and the Philippines.

News: GM India to launch 'mini car' next year

(BL 30/05/2006) Kolkata - General Motors India will introduce a "mini car", to be called the `Chevrolet Spark', in the first half of next year.

The `B' Segment car will be "two generations ahead of the Matiz," and will be positioned alongside the Wagon R and Hyundai Santro and will be priced competitively, Rajeev Chaba, President & Managing Director of General Motors India, told newspersons after inaugurating the company's second dealership outlet here in city.

Chaba said the company had just launched the Aveo, which is the first Chevrolet product to debut in India in the first six months of 2006. The Aveo will be joined by the Optra SRV (Sports Recreational Vehicle) and the Aveo U-VA within the next few months. Towards this end, the capacity of the company's manufacturing facility in Halol, Gujarat, was being ramped up from 60,000 units at present to 85,000 units annually. While a total of Rs 1,200 crore has been invested in the Halol plant, an additional Rs 100 crore each was being spent on the introduction of the Aveo range and the capacity ramp-up at the plant.

GM vision

According to him, it was General Motors India's "vision" to manufacture and sell 200,000 units across its product offerings in 2010. In 2006, the company has set for itself a sales target of 50,000 units - 20,000 each of the Tavera and Aveo and 10,000 units of the Optra. In 2005, General Motors India sold 30,000 vehicles manufactured by the company.

Chaba said that to be able to manufacture 200,000 vehicles, the company would have to expand its manufacturing footprint. A decision in this regard would have to be taken in the months ahead.

News: Reliance wins oil block in East Timor

(PTI 30/05/2006) New Delhi - Reliance Industries Ltd has won an oil exploration block in East Timor, taking the number of its overseas oil assets to three.

Reliance, which currently has oil properties in Oman and Yemen, had bid for two of the 11 offshore blocks tendered by East Timor but could manage only one contract area, an industry source said.

"The company had bid for Area 'K' and Area 'E' but won only the former when the awards were finalised last week," the source said.

A Reliance spokesperson could not be immediately contacted for comments.

The company is building a 29 million tonnes per annum refinery adjacent to its existing 33 million tonnes a year refinery at Jamnagar in Gujarat. Besides foraying into domestic oil and gas exploration and production in a big way, it is acquiring assets abroad to supplement its crude needs.

Of the 11 offshore contract areas offered by East Timor in the bidding round, six received a total of nine bids by the deadline of April 19, 2006.

The blocks represented frontier acreages spread over some 30,000 sq km in East Timor's territory and were put up on offer in the second quarter of 2005, alongside four blocks in the Joint Petroleum Development Area, a known petroleum province jointly administered by East Timor and neighboring Australia.

East Timor awarded Eni Areas A, B, C, E and H. Reliance lost out on its bid for Area E as Eni's work program for the block was more extensive, the source said.

East Timor's model production sharing contract offers producers 60 per cent of profit after cost recovery and "uplift", with the government taking the remaining 40 per cent.

Uplift refers to an annual payment to the contractor for unrecovered costs, and has been set at an interest rate of US 30-year bond rate plus 11 per cent.

State royalty has been set at 5 per cent of gross production, and the contractor will pay 30 per cent income tax on profit from its share of output. The exploration phase runs over seven years, with the budgeted spending for the first three years fixed in the bid commitment.

Monday, May 29, 2006

News: Hypercity eyes Kolkata foray

(BS 29/05/2006) Kolkata - Andrew Levermore, chief executive officer, Hypercity Retail (India) Pvt Ltd (HRIPL), said, "We will be in the city by the end of 2007."
At present, there is just one Hypercity which opened on May 1 this year in Malad, a suburb of Mumbai.
Levermore, speaking on the sidelines of "The shop", an Images Retail seminar on retailing in eastern India, said the second Hypercity will open in Gurgaon before the end of the year.
The company is also targeting tier-II cities and has fixed on locations, from 120,000 sqft to 165,000 sqft, in Lucknow, Aurangabad, Coimbatore and Ludhiana.
HRIPL plans to have 14 Hypercities all over the country in the next 10 years with eight in Mumbai itself and perhaps four or five in Kolkata.
Each store will require an investment of around Rs 15 crore, which will be raised through equity financing or bank loans.
For its Kolkata store, HRPIL is looking for a developer which will provide the company with a 100,000 square feet area on a single floor, where Hypercity could anchor a mall or be the only store.
Alternatively, the company would like to have four acres on the edge of town where it will develop the store itself.
Hypercity has been well received in Mumbai, said Levermore, with footfalls even on the quietest day hovering around 7,500, and far above the 3,500 that had been anticipated.
Conversions and billing rates too have been a high, he said.
Besides apparel, home-decor, home entertainment, fresh food items like fruits, vegetables and meat made up a large part of the stock at Hypercity, accounting for as much as 30 per cent of the display and 18 per cent of the sales.
With restrictions on sourcing directly from the farmer or venturing into contract farming, HRPIL sourced its perishable food items directly from the local markets now.
Hypercity also had a tie-up with Waitrose, a food supermarket chain in the United Kingdom.

News: UB to unveil Taittinger plan this week

(BS 29/05/2006) Mumbai - The Vijay Mallya-owned UB group will announce this week a plan aimed at addressing concerns raised by the French industry and labour bodies over its bid for the champagne company, Taittinger.
UB has emerged the highest bidder for the world’s sixth-largest champagne company, though industry bodies in France are averse to selling the company to a non-French group, according to an investment banking source.
The source said UB may formally announce its bid on Taittinger in the next two to three days.
The source said UB had clearly outbid its closest bidder, French regional bank Credit Agricole du Nord-Est, by pegging its bid at $752 million (nearly Rs 3,000 crore). Credit Agricole du Nord-Est, the regional branch of Credit Agricole SA, is learnt to have offered $656 million.
In addition to the two bidders, Spanish wine company Freixenet SA is also in fray for the champagne house, which Starwood Capital has put on the block, they said.
However, what queers the pitch for UB is that its bid covers both Taittinger and its Californian winery, Cearneros, while other players have bid only for the champagne company. Also, selling the champagne firm to a non-French company may stir a national outcry, the source pointed out.
A UB group spokesperson declined to comment on the development.
Mallya’s bid may face the same rough weather as LN Mittal’s attempt to acquire Arcelor. However, there is a key difference between Mallya’s bid for Taittinger and Mittal’s bid for Arcelor. UB group had put in a bid after Starwood Capital had put Taittinger up for sale, while Mittal Steel offered an unsolicited bid.
In fact, the Taittinger family had sold the company to the American firm, Starwood, last year kindling a similar national outburst.
Credit Agricole du Nord-Est has teamed up with some members of the Taittinger family, led-by Anne-Claire Taittinger, who was running the family holding before it was sold to Starwood Capital for Euro 2.6 billion last year. Starwood Capital short-listed six candidates from 40 in mid-May.
Investment funds Butler Capital Partners and CVC Capital Partners were among the private equity houses which had expressed interest in Taittinger. Butler Capital Partners, however, did not submit an offer.
Another champagne company, Thienot, had put in a binding offer.
Mallya aimed at acquiring Taittinger to come close to the world’s largest spirits company Diageo in the stacking order. At present, the UB group is the second largest spirits producer in the world.
After announcing a brand ambassdor for his Romanov vodka, Mallya had said last week the Taittinger acquisition would give him a network and distribution channel in all over Europe. Taittinger sells around 4.5 billion bottles of champagne and wine a year.

News: Indian govt to allow FDI in retail gradually

(PTI 29/05/2006) Kolkata - The government would further open up the retail sector for foreign direct investment in phases, a senior official said here.
“FDI in retail would be gradual and calibrated,” Ajay Dua, secretary in the department of industrial policy and promotion said at a seminar here.
Dua said the government was fully aware of the concerns of the country’s traditional shopkeepers. The government was not yet ready to assess the impact, he said, adding the issue was now between unorganised and organised players.
He said the government had received applications from three overseas firms for single brand retailing in India. The application of Nike had been cleared and that of LVMH and Lladro were pending with the government.
Kishore Biyani, head of Future group, said that retailers were targetting Tier II cities in the country.
Biyani said 97 per cent of the Indian retail scenario was unorganised and added that it was a challenge for retailers to tap the mass market.

News: Blue and Blues to set shops in India

(PTI 29/05/2006) New Delhi - Italian leather accessories brand -- Blue and Blues -- is all set to enter the Indian retail market with its entire range and plans to open at least 18 exclusive outlets across the country in the next three years.

"The brand of international repute is opening its first exclusive store at Gurgaon within the first week of June. We plan to open at least 18 exclusive retail outlets in the next three years and two manufacturing units within a year," Unique International Pvt Ltd (UIPL) Director Praveen Agarwal told PTI.

The Kolkata-based company UIPL, which had bagged global rights for manufacturing and marketing Blue and Blues, intends to tap the market with its premium products such as ladies hand bags, wallets, men's wallets, belts and portfolio bags that "are not yet available in the country".

Blue and Blues, the brainchild of two Italian experts-Late Francesco Rovaris and Fulvio Rovaris, is present in markets such as Italy, Austria, Switzerland, Belgium, Greece, Spain and many other countries. It would be launched in UK and USA this year, he said.

With its premium products backed by an international brand, the company aims to garner about Rs 40 crore in the next three years. "Three years down the line, we are looking at garnering about Rs 40 crore," he said.

The company already has a manufacturing unit in Kolkata and plans to set up another unit in the national capital region within a year, he said.

News: India Inc’s profit growth is slowing

(DNA 29/05/2006) Mumbai - The stockmarkets may have got the shivers last week, but the latest tally of India Inc’s results shows that corporate fundamentals are fairly sound.

A study of the annual financial results of 1,220 non-financial companies in 2005-06 shows that net sales have grown by a healthy 18.8% to an aggregate of Rs 7,75,314 crore. And even though total expenditure has grown faster at 19.7%, net profits rose by a robust 21.9%.

But there is one good reason for equity analysts to look at the recent results with some concern. When one compares results over a longer timeframe, the deceleration in profits is obvious.

In a separate sample of 990 manufacturing companies (a sub-set of the larger 1,220 companies sampled in the main study by DNA Money), net sales show a dip in 2005-06 after consistent growth from 2001-02 to 2004-05.

Equally worrisome, while net profits grew at a hefty 40%-plus rate upto 2004-05, in 2005-06 it is down to 16.1%. The bears weren’t entirely wrong in pushing stock prices to saner levels.

But the important thing is profits continue to grow despite cost pressures. So where did the higher net profits come from in 2005-06?

One obvious area is lower interest costs, which grew at just 3.6% in our larger sample of 1,220 companies. Another area could be taxes, where the growth of 14.6% is lower than the change in net sales.

The faster growth in expenditure has impacted operating margins, which fell from 16.8 % in 2004-05 to 16.3% in 2005-06, but margins at the net level are slightly better due to lower taxes at 8.2% (versus 8% earlier).

The aggregates hide more than they reveal, and the real performance of these 1,220 companies has been more uneven.

Broadly speaking, the sectors which outperformed in terms of net profits were cement (686%), electrical equipment (130.9%), construction (100.7%), mining & minerals (84.7%), textiles (76%), sugar, aluminium, computers, and telecommunications - among others. The laggards were steel (-20%), diversified companies (-15.9%) and refineries (-2.4%).

Interesting differences are also cropping up in terms of profitability among companies of varying sizes.

In the 1,220 company sample chosen by DNA Money, net sales growth shows more or less the same change (an average of 18%) for large (sales above Rs 1,000 crore), medium (Rs 250-1,000 crore) and small companies (below Rs 250 crore). But when it comes to profit performance, the smaller companies are doing much better.

Stands to reason, since growth is on a smaller base. Thus, while large companies reported a 18.1% growth in net profits, medium companies showed 31.6% growth. Small companies’ profits soared 179.3% rise.

Coming to specific companies, the largest profit growth was registered by Bharti Airtel (67.4%). The worst profit drop - unsurprisingly - was reported by the oil companies, with IBP plumbing the depths (-79.7%).

Most of the remaining loss leaders were also refining or marketing companies. With the government still dilly-dallying on letting them charge market-related prices for petro-products, that situations may not change anytime soon.

News: 'India is potentially a huge mkt' - Cathay Pacific

(BL 29/05/2006) Mumbai - "Outside our home market - China - India is Cathay Pacific Airways' top priority and we intend to focus our efforts on expanding our presence in this dynamic and fast growing market," says Rupert Bray, Country Manager, India, Nepal and Bangladesh, Cathay Pacific Airways Ltd.

The Hong Kong-based airline is more than doubling its cargo capacity out of India with direct flights to Mumbai and Chennai. In an interview with Business Line, he said: "Cathay Pacific is very bullish about the Indian cargo market and intends to continue growing rapidly." The airline plans additional frequencies to the Delhi service and also route all returning Europe to Hong Kong freighters via India.

Excerpts from the interview:

How many passenger services does Cathay Pacific currently operate into India? Are these turnaround flights? Has there been growth in the traffic during the last one year?

Cathay Pacific currently flies four times a week from Delhi to Hong Kong, and four times a week from Mumbai to Hong Kong, via Bangkok. We also operate four times a week between Mumbai and Dubai. Cathay Pacific has witnessed 25 per cent growth from India with passenger sales drawing over Rs 300 crore in 2005.

Has the airline optimally used its bilateral rights? Are bilateral negotiations imminent? If so, which are the points that Cathay would like to operate to?

Cathay Pacific uses its full entitlement under the current bilateral air services agreement. India is potentially a huge market and it is one of growing importance for Cathay Pacific. We believe there is scope for a significantly expanded air services agreement.

Over the last year, there has been a 35 per cent increase in traffic between India and Hong Kong. That said, the route continues to be under-served.

Because traffic rights are the preserve of government, which cities we plan to fly to will depend on the outcome of the talks but, clearly, opportunities do exist in the South.

A large percentage of passengers from India on Cathay Pacific will be transiting Hong Kong to either the US or mainland China. What are the advantages of Hong Kong airport as a ?

Hong Kong is the gateway to China, and Hong Kong International Airport is acknowledged as one of the world's best airports. As China's premier aviation hub, Hong Kong has more connections into China than any other city.

From India to the US/Canada, there is no faster way to travel than with Cathay Pacific Airways via Hong Kong. With our one-world partner, American Airlines, we offer a further 29 destinations in the US.

How many freighters does Cathay operate into India and with this increase in cargo services, what will be the capacity out of India?

Currently, Cathay Pacific's freighter services to India include a three-times-a-week flight to Mumbai, which continues to Dubai and Paris and then returns to Hong Kong via Dubai.

The three-times-a-week Delhi service continues to London and then heads back to Hong Kong via Milan. Cathay Pacific will start a twice-weekly service Hong Kong-Mumbai-Chennai-Hong Kong from June 2, using a B747-200 freighter.

How much has Cathay invested in new equipment, and how many new routes have been planned?

Cathay Pacific has placed its biggest ever order for new aircraft.

The airline made commitments for 16 Boeing 777-300ER long-range aircraft and three Airbus 330-300s, which will be delivered between 2007 and 2010, and has purchase rights for a further 20 B777-300ERs.

Nine aircraft entered service in 2005, including the world's first B747-400BCF, or Boeing Converted Freighter, for which the airline has firm orders for five more and options for a further six.

One new B747-400F freighter, one B777-300, three A330-300s and three refitted second-hand B747-400 passenger aircraft joined the fleet.

Cathay Pacific's fleet will total 101 aircraft by this September.

News: 'India and China are complementary economies'

(RTR 29/05/2006) Hyderabad - Potholed streets, poor people's tents and ever-present beggars set this southern Indian information technology hub of 6 million apart from typical Chinese cities of similar size.

The differences between Asia's "elephant" and its "dragon" are striking, but so are their similarities.

Both India and China, which together account for two-fifths of humanity, are growing fast. Both are grappling with a widening wealth gap, a lagging rural economy and how to create millions of jobs a year for their billion-plus populations.

"Ultimately, I see India and China more as complementary economies than competing economies," said Pradeep K. Deb, a senior Indian finance ministry official.

China has roared ahead of India over the past 25 years when measured by per capita incomes by opening up its once-closed economy to trade and foreign investment, bringing in new technology and management talent that has helped transform the country into a global manufacturing hub.

India, in contrast, has been slower to embrace globalisation.

China's rapid urbanisation and good infrastructure helped lure $60.3 billion in foreign direct investment last year, which dwarfed India's $7.5 billion in the fiscal year ended March.

Prime Minister Dr Manmohan Singh, the father of India's market reforms begun more than a decade ago, tipped his hat to China's economic achievements, which he said made it a role model for its neighbours.

"There is scope for peer learning within the Asian region from the successes of other countries. The Chinese economy has performed exceedingly well over the last two decades, demonstrating growth rates which are now the envy of most other countries," Dr Singh told the annual Asian Development Bank (ADB) meeting in Hyderabad in early May.

Dr Singh said India was working on free trade pacts with China, Japan and South Korea as part of its "Look East" policy to boost manufacturing, while Indian officials have pledged to improve the country's infrastructure to help attract more foreign investment.

Whereas 91 per cent of China's roads are paved, the proportion in India is 46 per cent, according to the World Bank. China has 7 of the world's top 50 container ports; India has one.

But many Indian officials caution against trying to catch up with China in manufacturing, which accounts for a much bigger slice of the economy than it does in India.

They want India to focus on its own advantages, such as a well-educated workforce, to help develop software, services and other knowledge-based industries.

The ADB is forecasting that China's growth will average about 9 per cent from 2006 to 2010, faster than its projected growth rate of 8 to 8.5 per cent for India.

"I still think that China's economic growth will continue to be stronger than India in the next 20 years. Of course, it's on the assumption that everything goes well," said Masahiro Kawai, Head of the ADB's office of economic regional integration.

"China has been exploiting its competitive advantage by combining its well-trained, low-wage labour forces with foreign capital," Kawai told media on the sidelines of the ADB meeting.

Yet, some experts reckon India, with its younger population, well-entrenched legal system and globally competitive private firms, will give China a run for its money over the long haul.

Yasheng Huang, an economist at the Massachusetts Institute of Technology, says China should learn from India's "slow and quiet rise" and step up reforms to remove distortions in the economy.

While China invests close to 50 per cent of its GDP in plant and equipment, India gets by on just about half as much.

Despite the high investment rate, China's savings are even higher. As a result, it ran a current account surplus in 2005 of $160.8 billion, or 7.2 per cent of GDP, fuelling demands by the US that Beijing let the yuan rise faster.

Finance Minister, Jin Renqing, told the ADB meeting that China would push reforms to make the yuan more flexible and rebalance the economy away from a heavy dependence on exports in favour of domestic demand, but would not take orders from other countries.

Huang said China would be forced to examine the imperfections of its economic model and abandon what he called a sense of complacency it acquired in the 1990s.

"Unless China embarks on bold institutional reforms, India may well outperform it in the next 20 years. But hopefully, the biggest beneficiary of the rise of India will be China itself," Huang wrote in a recent article.

Sunday, May 28, 2006

News: Indian cars ready for ethanol, supply tight

(FE 28/05/2006) New Delhi - Automakers in India will not need to make changes to the engines and fuel systems of cars and two-wheelers for fuel blended with up to 15% ethanol, setting at rest fears of cost escalation of vehicles on account of the government’s decision to make 5% ethanol blending mandatory with petrol in all states by the next sugar season.

The only constraint to a shift to ethanol-blended fuel is likely to be supply of the spirit from sugar manufacturers who find ready takers for the produce among distillers. The country has a capacity to make 80 million litres of alcohol annually, expected to rise to 200 million next year.

In contrast, at a 5% blend mandated in petrol sales across the county, ethanol demand is expected to be 600 million litres. Ethanol is a purer form of alcohol created by dehydrating rectified spirit.

Car industry sources said, unlike the change from leaded to unleaded petrol or the change in emission norms, engines need not be tinkered to accommodate this change. “Our engines are capable of meeting E15 (ethanol blend of 15%) requirement. So, this move wouldn’t impact us,” said Masahiro Takedagawa, president and CEO of Honda Siel Cars India.

“It is a eco-friendly step and we welcome it. We are also prepared for it since no technical changes need to be made,” said KK Swamy, deputy managing director of Toyota Kirloskar Motors Ltd.

Most of the carmakers in India have experience running their vehicles on ethanol-blended petrol given that such blending has been the norm in several other markets like the US, Thailand and Brazil for some time now. In Brazil, for instance, two-fifths of vehicles run on 100% ethanol while the rest use a 24% blend.

In 2003, the centre had announced it was making the blending of 5% ethanol with petrol mandatory in nine notified states and four notified union territories adjoining these states from January 1, 2004. That plan, however, didn’t take off since the industry wasn’t producing enough ethanol then, mainly due to 21% drop in sugarcane production in between 2001-02 to 2004-05.

Another stumbling block will be the price set by the government for ethanol offtake. At Rs 18.75 per litre, a 5% ethanol blend would reduce the retail price of petrol by Re 1. But oil companies, already suffering from huge losses due to administered prices, are demanding a much lower price. The success of the programme depends on how the government is able to broker a deal between these two industries.

News: Anil Ambani group gets new identity

(TT 28/05/2006) Mumbai - Less than six months after a new group was carved out of the mighty business empire that Dhirubhai Ambani built, younger son Anil today gave a new corporate identity to his conglomerate with a new logo and a signature tune that reflect the ambitious plans he has across various business lines.

The new logo — which reportedly has taken nine months to fashion — will replace the ubiquitous R symbol that represents the Reliance group. Sources said though the Reliance-Anil Dhirubhai Ambani group had the right to use this symbol under the demerger agreement, they decided to go in for a new look.

The new symbol consists of the word Reliance and spells out its lineage — Anil Dhirubhai Ambani Group — in a combination of red and blue colours. This new symbol will be launched across Anil Ambani's group companies from tomorrow. It will be initially visible in six major metros of the country.

On the eve of the launch of the ‘new corporate identity’, an exercise that may see the group spending over Rs 400 crore, chairman Anil Ambani urged the group’s employees, through a webcast, to celebrate the spirit of teamwork that lies at the heart of it.

“Starting today, we will have opportunity to get closer to our new identity, to reflect on the philosophy behind it. While embarking on this truly momentous journey, I look forward to working with each one of you — as we give life, body and soul to our new identity, our new vision — together,” he said.

Ambani termed the new symbol as Reliance Apex, which he said, is an embodiment of hope, optimism and success. According to him, while the Reliance typeface is a unique combination of upper and lower case characters representing the group's essential openness and accessibility, the colours of blue and red convey values of integrity, confidence, optimism, energy and passion.

News: Indian cos turn global turnaround specialists

(BL 28/05/2006) New Delhi - Domestic companies are making their mark as turnaround specialists across the globe, with a host of manufacturing sector firms successfully buying out loss-making companies abroad at throwaway prices with the aim of getting them back on track.

The underlying strategy behind the move is to gain easier access to restricted markets like the US and the EU using the target company as a foothold and then leveraging its brand value and customer linkages.

For instance, Gurgaon-based Continental Engines, which acquired loss-making European re-manufactured engines firm Vege in July last year, claims to have turned around the company in just six months through mainly cost control initiatives. The company will, however, retain its two units in Holland and Tunisia.

Packaging major Essel Propack, which acquired units of UK's Arista Tubes and Telecon Packaging, is on turn around mode in the both loss-making firms.

GHCL Ltd acquired a controlling stake of 65 per cent in Romanian soda ash firm SC Bega Upsom at $19.50 million in December last year. A month into the acquisition, GHCL managed to ramp up production in the Romanian plant to 650 tonne per day, a 34 per cent increase from the previous year's per day average of 486 tonne (from January 2005 to November 2005). In addition, GHCL after implementing cost reducing measures is eyeing profits from the unit in the short-term.

Around the same time as the Romanian acquisition, GHCL also acquired a 90 per cent stake in US textiles firm Dan River Inc for $17.50 million. The US-textile major had already shut down various operations in several of its plants after having filed for Chapter 11 bankruptcy in March 2004. GHCL gained from the move to take over Dan River as it got access to the US firm's existing marketing arrangements valued at around $250 million.

Among the early movers, Wockhardt acquired Wallis Laboratories, UK in 1998 for $8 million and successfully turned around this company in a year's time. NatSteel's acquisition by Tata Steel gave the latter significant growth opportunity from a long-term perspective, more so considering the ample scope of improvement in the operational efficiencies of NatSteel.

Tata Motors's acquisition of the Commercial Vehicles Unit of the bankrupt Korean group Daewoo has not only provided the company with an enhanced product portfolio but also allowed it to make a mark in the international market. The company is now using Korea as a base for commercial vehicle exports to Asian markets other than Korea.

Delhi-based medical devices firm Poly Medicure Ltd in February 2006, bought out American firm, US Safety Syringes, for $1 million.

The acquired company, which holds eight patents and two FDA approvals for safety medical devices, had slipped into the red since the manufacture of safety syringes needed manual operations, entailing high costs.

"We will now be entering the safety syringes segment, with the US being an accessible export market," said Himanshu Baid, Managing Director of the company.

News: Surge in FDI to India from Asia likely

(BL 28/05/2006) Kolkata - Outlining the Government's new approach to FDI policy, to be anchored on simplified procedures aided by e-governance and a favourable regulatory environment, Ajay Dua, Department of Industrial Policy & Promotion (DIPP), Ministry of Commerce, said here on Saturday that the next surge in FDI, especially by way of equity, was expected from Taiwan, South Korea and Japan.

He said preparatory work by C-DAC had already started on a new e-Biz project (being executed by the industry ministry), for an online one-window approval system, and was expected to be completed by March 2007. Being taken up on a pilot basis, it will involve the four State Governments of Maharashtra, Uttar Pradesh, Haryana and Andhra Pradesh.

Big names such as Microsoft and Reliance Infocomm are associated with the pilot project. The new system is expected to facilitate a paperless environment for any one wanting to do business in India, including domestic companies.

FDI projections: The projected FDI inflow during the current financial year is expected to be around $12 billion. He said going by the FDI proposals received, investors abroad were now looking at India seriously, though concerns over infrastructure development still remain.

Speaking at an interactive session on "India's FDI policy - Present and future", organised by the Bengal National Chamber of Commerce and Industry, Dr Dua said while Taiwanese entrepreneurs, dubbed as aggressive investors, were expected to invest in computer hardware, the Koreans were looking at manufacturing in a big way.

He said total FDI into the country as on March 31, 2006, was around $8.15 billion, a "whopping" 60 per cent increase over the $5.3 billion in 2004-05. The bulk of the investments during 2005-06 were in the form of equity ($5.5 billion), to facilitate manufacturing and creation of more jobs, he pointed out. Some 70 per cent of the investments is said to have gone into manufacturing activities.

Viewing the FDI inflow as a sustainable process, Dr Dua said these were aimed at the large Indian domestic market with growing purchasing power. He, however, admitted that not too much of FDI was going into infrastructure, unlike in China where infrastructure had attracted huge FDI.

Regulatory environment: Describing the current regulatory environment for FDI as an evolving one, he said multiple stage approvals had now been done away with totally, and licences put on the automatic route. While 100 per cent FDI is allowed in civil aviation for Greenfield airports, and 74 per cent for existing ones, 100 per cent FDI is permitted for manufacturing, and also the road construction sector.

News: Maharashtra Govt to develop tier II cities

(PTI 28/05/2006) Mumbai - Aiming at a balanced development of the state, the Maharashtra government will develop tier II cities like Nagpur and Aurangabad for fresh investments, while placing Mumbai as the financial destination of the state's activities.

"The state government has decided to promote other cities in the state for fresh investment by providing ample employment opportunities and also help in the equitable development of the state. Mumbai would be placed as the financial destination," Maharashtra Development Commissioner (Industries), K Shivaji, told PTI.

The government is also offering special incentives to industries investing a capital of Rs 500 crore and generating employment for 1,000 in Vidarbha and Marathawada region and 500 in other parts of the state, he added.

Maharashtra has got approval for 27 SEZ's and the projects would take final shape in the next 2-3 years, said Shivaji.

Maharashtra has received FDI to the tune of USD 13.6 billion (Rs 3,767 crore) and has been placed at 38 position as a favourable investment destination by International Institute of Development, Switzerland, ahead of places like Greece, South Africa, Italy, Philippines.

The state was also expecting two international automobile houses to set up their shops. However, Shivaji declined to divulge the names of those since the negotiations were in the final stages.

Saturday, May 27, 2006

News: India targets $12 bn FDI in 2006-07

(PTI 27/05/2006) Kolkata - India expects an inflow of $12 billion foreign direct investment into the country during the 2006-07 fiscal, a government official said on Satarday.

Last year, the FDI flow was 8.4 billion, Secretary in the department of industrial policy promotion, Ajay Dua said.


He said during the current year, out of the USD 12 billion, USD eight billion was expected to come in the form of equity and the balance from re-invested earnings and other capital inflows.


Speaking at the Bengal National Chamber of Commerce here, Dua said countries like Taiwan, Japan and South Korea would be investing in India in a big way.


According to him, the three nations would bring huge FDI inflows in the country. A few Taiwanese firms were already in the process of setting up manufacturing units in India, he said.


However, Dua said the US was the largest contributor, followed by European Union states and the Netherlands.
He said that the government was also simplifying procedures as well to boost FDI inflow.

News: Indian govt readies 3-Pt plan for retail FDI

(TNN 27/05/2006) New Delhi - In case your are waiting to shop at Wal-Mart, Carrefour and other multi-brand retail stores in the country for your household needs such as grocery, you need to be a little patient.

The government is working on a three-pronged model for allowing FDI in retail in the multi-brand segment. The commerce ministry is looking for a model that can meet three conditions: employment, technology upgradation and increase in production capacity.

In fact, it is the first condition that is of utmost importance to the government. “The new FDI policy being explored needs to ensure that FDI in multi-brand retail adds to employment in the country and does not displace existing businessmen,” a senior government official told ET.

“As far as increasing the production capacity is concerned, it is a logical consequence of allowing big retail chains to operate in the country as these work on economies of scale,” the official added. However, to play safe, the government is working on a policy model that will incorporate the condition in the FDI policy for multi-brand retail.

As far as upgradation of existing technologies is concerned, experience tells us that post-liberalisation, new technologies have made their way into the domestic market, another official in the department of industrial policy and promotion added. But the government is still looking for a model that this condition is also met.

While experts formulate the policy for FDI in multi-brand retail, private retail players will be allowed to start operation. This will give policy makers a chance to assess the impact of big retail chains on the mom-and-pop stores, or kirana shops. Already, players such as Big Bazaar and Food Bazaar have opened outlets in various cities.

News: Starbucks Coffee firms up India plans

(BL 27/05/2006) Mumbai - Boston Gourmet coffee major, Starbucks Coffee Company, has firmed up plans to enter the Indian market within the next 18 months as part of its plans to expand its global footprint. "We are excited about the great opportunities that India presents to the company.

We are looking forward to offering the finest coffee in the world, handcrafted beverages, the unique Starbucks experience... to customers in this country within the next 18 months," an official spokesperson told Business Line. The company, however, declined to give further details of its India plan. "It is too premature to identify the cities in India that Starbucks will initially enter due to the fact that we do not have any announcements to make regarding this market at this time," the spokesperson said.

The Seattle-based coffee chain whose outlets are considered destination hangouts, is believed to be negotiating with a Mumbai-based realtor to enter the metro markets where a large chunk of its target audience exists.

Starbucks has ambitious growth goals for coming years and it is eyeing markets where it currently does not have stores for potential expansion. Its list of potential markets includes Russia, Italy, India and Brazil. The plan is to eventually operate 15,000 stores at home and another 15,000 abroad, increasing revenue 20 per cent and profit at a20-25 per cent clip annually over the next three to five years.

The domestic organised coffee retail market is currently dominated by CaféCoffee Day and Barista and has recently seen global names such as Costa Coffee and Gloria JeansCoffees announcing their entry into India with local partners.

While rumours of the coffee chain's entry into India has been the subject of much speculation in the market over the last few years, Starbucks Chairman, Howard Schultz, recently went public with its aggressive move into international markets including China.

During a speech at the Detroit Economic Club, Schultz said the company's goal is to make China its second biggest market behind the US. He said Starbucks currently has 200 stores in the country, compared to 7,600 in the US. It has more than 3,000 stores in non-US markets.

Performance

The company recently reported record fiscal second-quarter revenue and earnings and raised its full-year guidance. Revenue for the period ended April 2 rose 24 per cent from the year-earlier period to $1.9 billion, helping boost net income to $127.3 million.

News: 'Weak' Indian public sector banks to merge with stronger ones

(BS 26/05/2006) New Delhi - The government is expecting a couple of "weak" public sector banks to merge with stronger ones in 2006-07.

Addressing the annual general meeting of the Indian Banks' Association, Finance Minister P Chidambaram today said: "We expect one or two cases of consolidation this year, which would be driven by the need to acquire size and muscle and not driven by regulatory considerations."

He said weak banks have no option but to merge with banks which have excess capital. The finance minister did not specify how he defines a weak bank, but bankers said Chidambaram must have had in mind inability to grow as the criterion for describing a weak bank.

Consolidation is being driven by the need for revenue growth, savings in cost and to improve efficiency, he said.

He pointed out that Indian banks would need Rs 42,000 crore of capital by 2010 to meet the stringent Basel II norms. Basel II is the revised capital adequacy framework that requires capital allocation for operational risk, in
addition to credit and market risks and also allows stronger banks to make more efficient capital allocation.

The government has also appointed a committee headed by former Reserve Bank of India Governor C Rangarajan for ensuring greater financial inclusion. Chidambaram expects banks to give priority for financial inclusion and said banks need to find business opportunities at the bottom of the pyramid as poor are bankable and creditworthy.

He also said the government planning to bring a comprehensive legislation on micro-finance.

Earlier, addressing large tax paying units, the finance minister said companies need to improve tax compliance and pointed out that it has not become part of corporate governance.

Interview - S Ramadorai - CEO Tata Consultancy Services

(DNA 27/05/2006) Mumbai - Information technology is one industry where Indian companies are giving global majors an exhausting run for their money — and even pipping them at their game. However, the hurdles are likely to mount. Tata Consultancy Services (TCS) chief executive officer S Ramadorai speaks to Praveena Sharma on the changing scenario

With the imminent shortage of skills and rising salaries eroding the cost-advantage for Indian IT companies, how are they coping?

Any business model which is based purely on cost-arbitrage is not sustainable. Hence companies such as TCS have to engage with the clients at a strategic level, use our vast domain and technology knowledge to address the pain points of the customer, thereby enhance the business value for them. As an integrated full-services player in the global IT space, TCS is looking at developing its business around five growth engines — engineering services, infrastructure services, asset leveraging, platform-based business process outsourcing (BPO) and consulting, in addition to traditional IT services. These growth engines have the potential to grow and help align TCS strategically to cater to the business needs of the clients.

As IT-spend around the world rises, and the size of the addressable pie gets larger, TCS’ strategic moves on mergers and acquisition (M&A) front is filling key gaps in our portfolio of offering, adding muscle to our global capabilities and strengthening our ability to seize new opportunities in the marketplace - at home and abroad.

With rising operational costs, how are companies sustaining their margins in fixed-price deals?
Indian companies are making a shift to the higher end of the value chain through a host of services like consultancy. Moreover, we are building our own intellectual property (IP) constantly and creating re-usable frameworks, tool-sets and methodologies, which l help TCS maintain its margins in fixed price deals.

Besides, there is a tremendous potential to cross-sell higher value services to these customers. Indian IT services firms will have to slowly build a variant of the hybrid business model mindset to leverage existing potential. The hybrid model includes value offering elements in the services landscape which go beyond cost.

How competitive are they in the high-end segment?
The ABN Amro deal which was won predominantly by TCS positioned the Indian IT sector in the global play. Today, Indian companies are part of the boardroom discussion on mega deals that are coming to the market.

Are Indian companies enhancing their presence in the over $10 million deal market? How competitive are the Indian companies in this segment?
As a strategy, we want to go after larger deals. Nobody can afford to throw away an ABN Amro kind of contract, which gives us a sustained revenue stream, even if, for argument’s sake, it drops the margins by one percentage point. Since the revenue stream is guaranteed, we can make up by operational efficiencies.

Finally, using this volume contract as a base, we can sell the client a differentiated range of services like assurance and consulting that come under a different rate structure.

Aren’t multinationals ramping up operations a threat?
We welcome any type of competition and given our track record with clients (more than 95% of our business is repeat business from customers), we are more than capable of managing any tightness in the labour market. Besides, it is important to remember that our deep academic relationships in India and abroad give us the ability to attract and retain the best talent, evident from our less than 10% attrition rate, compared with an industry average of about 15%.

But MNCs are moving most of their work offshore with Indian delivery centres?
Competition has definitely increased in the last few years. However, most of the MNCs are still scaling up, and the India delivery is not the dominant story for most of them. Besides, having invented the off-shore model, we are always a step ahead of competition.

Will India be able to produce the huge people requirement in the IT industry in the next five years? Or would you have to look outwards to meet your workforce needs?
The Nasscom-McKinsey report released last year envisages that the IT/BPO sector will create 1.6 million knowledge professionals and give indirect employment to another 6.5 million people by 2010. The IT services sector will require 1,50,000 employees while the BPO sector will require 3,50,000 trained personnel.

Industry players are already recognising this challenge and working with increasing number of universities to enhance their quality and make their students aligned to the industry needs. Nasscom’s IT workforce development programme initiated in early 2004, endeavours to bridge the demand-supply gap of knowledge workers by encouraging industry-academia partnerships. Nasscom is focussing on training students and faculty members of tier II colleges and universities as well as students from cities like Lucknow, Guwahati and Bhubaneshwar.

What is your outlook for the IT industry over the next five years? What new trends are likely to set in?
Technology usage is slowly moving from being pre-dominantly PC-based to newer outlets like a cell phone or a personal digital assistant (PDA). Faster and cheaper telecommunications will only accelerate this trend and lead to quicker adoption of the “software-as-a-service” model. Widespread wireline and wireless telecom connectivity and simple devices, have a big role to play in increasing the penetration of technology in the semi-urban and rural areas, and touching the lives of more people.

IT services will grow slower because the base is high, but BPO, consulting, engineering and infrastructure services will grow faster. Engineering and industrial solutions are other opportunities. These are all at various stages of maturity from the customers’ perspective and also reflect what is possible from an offsite/offshore location. According to Nasscom, the offshore IT and BPO industries are expected to grow at a CAGR of 28% over the next five years, with IT growing at 25% CAGR and BPO at 37%.

News: Is a Retail policy on the anvil?

(TV18 27/05/2006) Mumbai - Commerce Minister Kamal Nath says that big Indian retailers are as much a threat to mom-and-pop stores as Wal-Mart and Tesco. CNBC-TV18 reports that a retail policy might just be on the anvil.

Big Indian retailers can now upset the apple cart. The Commerce Ministry is looking at bringing out a policy on retail. Commerce Minister Kamal Nath says that its not just foreign retailers that could displace mom and pop stores.

Big Indian retailers could have the same effect and the government will look into it. Currently, there is no policy for this sector. This comes at a time when companies like Reliance Industries and Bharti are drawing up big retail plans. For foreign retailers, the ministry is looking at a model, which would ensure that there is little displacement and adequate investments.

A few months ago, the government opened up single brand retail. Nath says that while proposals have been received from high end brands, none have been cleared so far. Nath says that FDI in single brand retail would ensure that sourcing and manufacturing would increase substantially.

Nath says that he expects investments to the tune of Rs 500 crore. India hasn't offered opening up retail in its initial services offer to the WTO. But Nath says that it could be used as a bargaining chip.

News: Harley Davidson hits the road to India

(AP 27/05/2006) Milwaukee/ Vietnam - With its foray into China under way and an eye toward boosting sales overseas, Harley-Davidson is looking to sell its iconic motorcycles in India and Vietnam.

Representatives from the company recently traveled to both countries to meet with government officials, said Tim Hoelter, vice president of government affairs for Harley.

The Milwaukee-based company is working with US officials as well to lessen what Harley sees as two major barriers to entering India; stringent emissions standards and tariffs of more than 90 per cent.

Vietnam recently agreed to do away with an outright ban on large motorcycles and lessen its tariffs more than 60 per cent over the coming years, as part of a trade pact with the United States, he said.

Hoelter declined to give a time frame for entry into either market but said Harley is farther along in its research on India, which he said has the world's second largest market of two-wheeler motorcycles.

"We believe with the closer ties between our two countries and the investment that certain other firms are making in India that there would be a real interest in Harley-Davidson's brand and the opportunity to ride one of our 'hogs' over there," Hoelter said.

The company is turning its attention to foreign markets as it anticipates that international sales will continue to outpace domestic ones. Foreign sales make up 20 per cent of the company's sales and grew by 15 percent last year.

That's more than three times last year's rate of domestic sales growth, 4.2 per cent.

CEO Jim Ziemer said earlier this year the motorcycle maker sees solid, long-term potential in the Asian Pacific and Latin American markets.

A dealership in Beijing opened in April, marking the company's first venture there since at least World War II. So far, the market has been strong, especially for apparel, Hoelter said.

"We're very pleased with the results and the dealer's having trouble stocking T-shirts," he said. "They're flying off the shelves," he added.

Hoelter said the company considers a trade negotiation reached earlier this month between the United States and Vietnam to be key to the entry into that country, which is considered one of Asia's fastest growing markets.

The tentative trade agreement which could be approved next month means Vietnam would relax trade barriers to U.S. products, a requirement it must fulfill to become a member of the World Trade Organization.

Congress must approve supporting legislation for the pact to take effect.

The communist country agreed to lift an outright ban on large displacement motorcycles, relax distribution restrictions and reduce tariffs on heavyweight motorcycles.

The penchant for Americana in that growing market and the use of motorcycles are both strong, Hoelter said.

Friday, May 26, 2006

News: 'Earn & burn' is new Tata credit card mantra

(BS 27/05/2006) Mumbai - Buy jewellery worth Rs 10,000 at Tanishq on a Tata credit card and drive down to the Taj coffee shop to instantly spend the Rs 500 worth rewards points earned.

This is being made possible by an “online earn and burn” programme soon to be launched on the Tata credit card.

The Tata credit card is a combination of a white label card and a normal Visa/MasterCard card and is issued by SBI Cards, a joint venture of State Bank of India and GE Money.

The launch of the “online earn and burn” programme is expected to double the redemption of rewards points earned on credit cards from the current usage of just 35 per cent.

Almost 65 per cent of rewards points earned by credit card holders are not used because of the cumbersome procedures for availing of the benefits.

“Other card issuers may also like to follow suit and offer customers avenues to spend the rewards points fast,” says a senior banker.

ICICI Bank has issued the maximum number of credit cards, followed by Citibank and State Bank of India. Normally, rewards points account for 1-2 per cent of the money spent on purchases made through credit cards.

Credit card holders need to get hold of a brochure listing out how one can redeem the rewards points, call up the call centre of the credit card company and then wait for receipt of the voucher to redeem it at specified outlets.

Till recently, customers used to redeem the rewards points against the annual fees for cards. This is no longer the case as most of the cards are now offered free and do not attract annual fees.

Once the “earn and burn” programme gets operationalised, rewards points will get credited immediately on making a purchase and the card holder can instantly get them redeemed.

“When a card holder goes to a coffee shop, the customer just has to say that the bill is being paid against the rewards points outstanding. The coffee shop will then choose the option of receiving the payment against rewards points on the PoS (point of sale) terminal,” says Vishal Pandit, GE Money’s president & CEO, India region.

The Tata credit card is the country’s first card offering a large-scale, multi-brand loyalty programme, called the Tata Privilege Programme, where the rewards points offered are in some cases five times that on a normal credit card.

Tata credit card holders are offered benefits from Tata Group companies like Tata Motors, Titan, Tanishq, Voltas, Tata AIG, Westside, Star India Bazaar, Tata Indicom and VSNL as also some non-Tata companies.

News: Salora to bring Japan's TEAC brand to India

(RTR 26/05/2006) New Delhi - India's Salora International Ltd. will make and distribute home audio and video products of Japan's TEAC Corp., the Indian company said on Friday.

Salora, which already sells its own branded televisions and DVD players, has spent 10 million rupees upgrading its factory to produce 350,000 televisions a year, up from 150,000. Its DVD capacity stays at 200,000 units.

"There is demand for these kind of products as the economy and lifestyle changes (in India)," said Gopal Jiwarajka, Salora's Managing Director. "Once they come in at an affordable price, there will be an explosion."

Salora has tied up with TEAC to sell its entire India range, but make only the television and DVD units, he said. The TEAC brand would enter India's home entertainment market with plasma and liquid crystal display flat-screen televisions and stereo separates, to be sold initially in 10 branded outlets in and around Delhi.

The cheapest TEAC DVD player would go for about 3,000 rupees and the fanciest plasma screen television for around 100,000 rupees.

Salora would also sell retro-styled stereo systems that ape the look of 1940s Bakelite wireless radios, including a vinyl record player that can record vinyl long-players onto compact disc.

TEAC products will compete in India against brands owned by Sony Corp. and Panasonic, a unit of Matsushita Electric Industrial Co. Salora shares were up 2.1 per cent at 99.50 rupees in the Mumbai market.

News: India says 2010 textile export goal remains $50 bln

(RTR 26/05/2006) New Delhi - India said on Friday that its 2010 textile export target remained $50 billion, after a senior textile ministry official said earlier in the week the target had been lowered to $40 billion.

A textile ministry statement on Friday said: "The textile exports target set by the government under National Textile Policy 2000 is $50 billion by 2010 and there is no change in the target set as above."

India's textile exports for the year to March 2006 stood at $17 billion.

News: Monsoon rains lash Kerala coast ahead of schedule

(RTR 26/05/2006) New Delhi - The annual monsoon rains hit the southern Kerala coast six days ahead of schedule on Friday, raising prospects of another year of robust growth for a country where most of the population relies on agriculture.

Asia's third-largest economy has expanded at an average 8 percent in the past three years after normal rains, and the central bank expects growth of 7.5-8.0 percent in the fiscal year ending March 2007.

Analysts and traders said the onset of the monsoon would have a positive effect, but its progress and spread over the four-month season would be the barometer to assess its impact on prices and the overall economy.

"The monsoon has hit Kerala on Friday," a weather department official told Reuters, saying conditions had set in over the last two or three days.

The Meteorological Department confirmed the onset of monsoon over the southern state and prospects of its rapid progress toward neighbouring Karnataka and the northeast regions.

The June-September southwest monsoon is the main source of water for farming, which generates about a fifth of gross domestic product.

With nearly two-thirds of India's billion-plus population dependent on farm-related income, the arrival and distribution of the rains play a major role in determining eventual demand in India's $700-billion economy.

"It is positive news," said Indranil Pan, chief economist with Kotak Mahindra Bank. "But we have to look at the performance of monsoon during the season to know its impact on the prices and the economy."

In April, weather officials forecast this year's rains at 93 percent of the long-term average, with a 22 percent probability of being well below average.

COMMODITY PRICES

Traders said the rains would halt a bull run in the prices of commodities and improve yields of oilseeds, rice, cotton and sugarcane crops that are highly rain-dependent.

The federal government, concerned by the sharp spurt in the prices of sugar and pulses, has already resorted to huge wheat imports to bridge a supply shortfall.

"It will have a salutary effect on the runaway commodity prices in India," said Atul Chaturvedi, president of Adani Exports, a top grains trading firm. "The market has already come down."

Traders said good rains would benefit farmers by allowing crops to be planted and harvested at the right time.

"If the monsoon now advances without any delay it will benefit the farmers and sowing of soybean and groundnut will be over by mid-June," Chaturvedi said. "But we will have to see the spread of the rains during the entire season."

Govindhbahi Patel, a leading oilseeds trader at Rajkot in the groundnut-growing state of Gujarat, said a normal advance of the monsoon would help oilseed sowing and the crop.

Earlier this month, the Meteorological Department had forecast the monsoon would hit the Kerala coast two days ahead of its normal onset date of June 1.

The monsoon usually arrives over the commercial capital of Mumbai by June 10, and brings respite from the summer heat in the capital New Delhi by June 29. Most years it covers the entire country by July 15.

News: Crocodile plans India expansion through new partner

(RTR 26/05/2006) Mumbai - Singapore-based apparel label Crocodile's Indian partner expects the brand's sales to grow to ten times the current level in five years and said it will invest 250 million rupees to open more retail outlets.

S. P. Apparels, which on Friday became the Indian partner by acquiring Shivrams Associates' 60.14 percent stake in the brand's Indian unit, said it would open 30 stores in three years to expand the network to a total of 86 outlets.

The brand's revenue in India would grow to 1 billion rupees in five years, Sanjay Chandrasekhar, retail vice-president, said.

Crocodile, with a global revenue of $350 million, has over 1,000 stores across Asia.

News: Medical transcription scripts a revival

(DNA 26/05/2006) New Delhi - You could call it the rise of the phoenix. A report by Pune-based research firm, Valuenotes, says the once written off medical transcription outsourcing industry is set for a major revival.

Revenues, the report says, could soar to from $195 million to $647 million by 2010. At that point, the report says, the sector will employ 52,000 people, against 18,000 now.

Industry players unanimously agree. “The potential is huge,” says Suresh Nair, CEO of Bangalore-based Spheris India. All the key medical transcription companies, he notes, have been logging 30-50% growth. “We are all scrambling for capacity and this is because transcription companies in the United States are scrambling for capacity.”

Indeed, that’s what is driving this growth. While the $12 billion medical transcription industry there (US), points out Veer Sagar, president, Gurgaon-based Selectronic Equipment and Services, is growing at 20%, the growth of employees is only 10%. The industry, says Valuenotes, will grow to $16.8 billion in 2010.

Around 30% of the work is outsourced in the United States, of which around 10-15% comes to India, which offers a huge cost advantage - work here is 30% cheaper. “There is a growing belief that it is possible to do this out of India,” says Nair.

Medical transcription was among the first IT-enabled services to be outsourced to India. It is the process whereby one transcribes medical records dictated by doctors and others, including history and physical reports. It is in demand in the US as the entire healthcare industry there is based on insurance and detailed medical records are needed for processing these claims.

After a boom in the mid-1990s, when a lot of mom-and-pop shops erupted on the scene, the industry went bust around 2001, following a huge decline in the quality of work.

Work, says Varun Goyal, executive vice-president of Bangalore-based Ajaxdotcom eServices, is beginning to come back. Agrees Nair: “The players who have been around for several years now have got over the credibility problem.”

Indian companies are also now focusing on spending on marketing, says Sagar, something they were not doing earlier.

But growth will bring its share of growth pangs. The main issue, all players agree, will be the availability of skilled workforce and the lack of training facilities. Companies have to invest nine months in training people before they are allowed to take on work and this means that keeping up with fast paced growth will be quite a challenge.

And though Nair is glad that there are no fly by night operators in the industry now, unlike in the earlier phase when they had the run of the field, Sagar, for his part, is worried that the huge demand will spur another rush into the industry. “Once again we will see a lot of people burning their fingers,” he warns. But if that happens, the bigger damage, he cautions, could once again be to the credibility of the country as an outsourcing destination.

That’s a sobering thought.

News: A hardware hub is emerging in India

(DNA 26/05/2006) Mumbai - IBM, LG, Hewlett Packard and Acer have all done it. A clutch of Taiwanese companies are waiting in queue to do it. Now Michael Dell wants to do it. Setting up a manufacturing plant, that is.

Welcome to India, the new manufacturing hub for PC makers. With mouthwatering growth figures, like those of the consumer electronics players, the list of companies wanting to set up electronics manufacturing operations here is only growing.

India’s PC market is estimated to be around 4.6 million units, which is galloping at 30% a year, according to IDC data.

The overall computer hardware sector including consumer electronics and components is currently estimated to be around Rs 2,000 crore.

An ISA-Frost & Sullivan study says that in the estimated $363 billion electronics market, the global semiconductor segment is likely to touch $36.3 billion or 6.5% of the global market.

While the overall hardware market grew 15%, personal computers and associate peripherals have been galloping at 25-30%.

That’s why the newest entrant, who also happens to be the largest PC maker in the world, has big India plans.

“We would like to have this facility up and running within this year,” says Paul-Henri Ferrand, Dell’s vice president for South Asia.

This will be Dell’s seventh manufacturing location in the world. Its three other Asian sites include two plants in China and one in Malaysia. Texas-based Dell has a 5% share of the domestic PC market.

“Dell’s decision to be present in India reaffirms the credibility of the growing market in India,” says Vinnie Mehta, executive director, Manufacturers Association of Information Technology (MAIT).

Already, Korean white goods major LG India, which has been manufacturing monitors since 2001 in India, began making PCs from its Noida plant two years ago.

“The thing that works in our favour is, unlike most PC makers, we have the maximum backward integration,” says R Manikandan, LG’s general manager - sales & marketing.

He claims that besides monitors, LG also makes optical drives like DVD Writers and PC cabinents, which not only helps it cut its import content, but also cater to consumers up the value chain.

What makes India a popular destination for these players? Well, there are the same clichéd reasons that they came down for in the first place. Cheap labour, a skilled talent pool, a proven software track record, cheaper finance and a burgeoning 200 million middle class are the oft repeated motives.

“It is slated to be amongst the fastest growing computer markets in the years to come,” says George Paul, executive vice-president, HCL Infosystems.

An industry analyst points out that even as growth rates are high, the PC penetration is pathetic. It is this potential that the players want to leverage.

The infrastructure for welcoming the big hardware merchants is also being readied across states - almost all of which are in the south.

The Karnataka government has roped in real estate firm Shapoorji Pallonji to build a hardware park in 1400-acres near the upcoming international airport at Devanahalli in Bangalore.

The joint venture project is likely to see investments of over Rs 8,000 crore and likely to be operational by 2008.

The state already has APC, Tyco Electronics, TVS Electronics, Flextronics and Elcoteq, whose total exports in 2005-06 was Rs 2,481 crore.

Incidentally, rival tech hub Hyderabad will also get a 5,000-acre hardware park, near the complex where the SemIndia semiconductor factories are being proposed.

Neighbouring Chennai is rapidly becoming a destination for electronic manufacturing in India with automobile majors like Ford and Hyundai, cell manufacturers such as Nokia and Samsung, other major players like Foxconn and Flextronics setting up base in the Tamil Nadu capital.

“What we are seeing today is a huge domestic market - manufacturing here is not just about exports -it is about addressing the Indian market which is becoming the second largest in the word,” Poornima Shenoy, president of the Indian Semiconductor Association said.

“Our “young” population (50% below the age of 30) and a growing “middle class” with high disposable income means a surge in the demand for consumer electronics (including gaming) and communications products besides automobiles and medical electronics,” she said. The government has to be aggressive on promoting good infrastructure like better road transport system, accessibility to cargo of air, rail and sea, single window government clearances and availability of power, land, water at attractive rates to attract the hardware investment in the country, Shenoy said.

Thursday, May 25, 2006

News: Indian realty wakes up to market reality

(TT 25/05/2006) Mumbai - The volatility in the stock market is beginning to have some ruboff effect on the booming real estate business as well.

Industry sources say real estate developers who had seen great amount of money flowing into the industry are now witnessing a drop in inflows.

“The choppiness of the equities market will gradually have its effect on the real estate market. Not only will there be a stabilisation of prices, but there could be a slide in property prices,” said Ambareesh Baliga, vice-president, Karvy Stock Broking. The prices in the real estate market had risen because of the speculative investors in the market.

“Speculators generally have exposure in all the markets — equities, real estate and commodities. The past week has seen a downturn in two of these markets, the equities and the commodities market. As a result, investors will also reduce their exposures to the real estate market,” he added.

“I will not say that the money has totally stopped flowing. Demand today outpaces supply, but yes, there has been a little drop in the money coming into the real estate market from the stock market,” said Ram Prasad Padhi, a realtor from Mumbai.

“Usually, every week, there is some hike added to the cost of the property still under construction. In the past week, during the time that the market was volatile, developers have actually stayed away from any such hike. They will wait and watch for the market to stabilise to factor in any such hike,” said a real estate consultant in Mumbai.

The last few months have seen the real estate prices, both residential and commercial, rising steadily. A rising stock market has also helped in fuelling the real estate prices. It is estimated that close to 10 per cent of the money from the stock market was coming into the real estate.

The number of secondary market buyers, people who go in for long term loans to buy property, have stuck to the market.

“In the last twenty five years, whenever the stock market has fallen, the real estate sector has risen. This is the first time that the real estate market has risen along with the equity market. This doesn’t necessarily mean that it will also fall with the equity market,” said Mukesh Patel, head of the Neelkanth Group.

“We may see an effect of the falling equity market on the real estate market in some time, there will not be any immediate effect. We will have to wait and watch,” he added.

News: Pantaloon gears up for eastern push

(BS 25/05/2006) Kolkata - Pantaloon Retail (India) Ltd will be expanding significantly, both in terms of outlets and product mix, to achieve annual growth of 15-20 per cent in the eastern market.
Suresh Sadhwani, area manager-east, Pantaloon Retail (India) Ltd told Business Standard that within 2008, the company will be opening three new centres in Siliguri, Guwahati and Bhubaneshwar.
In the current year, two more centres would be coming up in Kolkata itself, one in Kankurgachi and other in South City, he added.
Each of these centres would spread over 60,000-70,000 square feet, confirmed Sadhwani.
Meanwhile, Pantaloon will also be expanding its product mix.
"We are planning to set up three new departments-mobile department, electronics department and, book and music section," he added.
The company has already set up furniture section recently and was expected to generate sales in the range of Rs 50,000 and Rs 60,000 every day, claimed Sadhwani.
The store was yet to put up its full range of products in this segment.
During 2005-06, the average monthly sales in Pantaloon centres in Kolkata was around Rs 7.5 crore including sales from Food Bazaar, he informed.
"This year, we are expecting to achieve around 15-20 per cent growth in sales from these centres," said Sadhwani.
Pantaloon was focusing on fashion conscious young customer segment for boosting up their sales further, he noted.
The Gariahat Pantaloon outlet that got renovated completely before the Pujas last year was experiencing tremendous response.
"We doubled the area by adding another 12,000 square feet (sq.ft) at our Gariahat unit. The response to this new look has been tremendous," he claimed.
The investment on the renovation was to the tune of Rs 3 crore. According to him, the Gariahat unit has registered year-on-year growth of 30-40 per cent as on April, 2006.
It is expected to grow at around 25 per cent, Sadhwani hoped.

News: DLF to take off with a non-scheduled airline

(BS 25/05/2006) New Delhi - Delhi-based DLF Universal will soon start a non-scheduled airline.
The company, according to civil aviation ministry sources, has got the permission to import aircraft, with the government's aircraft import committee giving its no-objection certificate last week.
With this, the real estate major will be able to kick-start its airline operations.
Government sources also said the company has indicated its willingness to import jets and other passenger aircraft to operate services between multiple cities.
As a non-scheduled airline, DLF will be able to operate services between any cities in the country, without sticking to a timetable.
The only difference between a scheduled and a non-scheduled airline is that the scheduled airline operates between airports governed by the route dispersal guidelines and a pre-approved time-table. The equity norms and other regulatory requirements are the same for both the categories.
As per industry estimates, in the Indian domestic aviation market worth about Rs 20, 000 crore a year, the non schedule operators have a share of about 10 per cent.
The venture by DLF Universal will be the second attempt by any company in the country to tap this market in an organised way. The first was Jagson Airlines, which started operations in 1992.
DLF Universal is the second non-scheduled operator approved by the government in the recent past. Swan Airways was allowed to start a non scheduled operation by the government recently.
In addition, the aircraft import committee has also about four existing airlines to import about 100 aircraft.
In the process, the government has also given permission to the start-up low cost carrier InterGlobe to import 2 Airbus A 320s, the first tranche of the 100 aircraft order it placed with the European aircraft maker Airbus.
Vijay Mallya's Kingfisher Airlines has walked away with the permission to import 80 aircraft -- 29 Airbus A 320s, 4 Airbus A 321s, 56 ATRs -- to straighten the carrier's fleet.

Column: The Other India

(BS 25/05/2006) Mumnbai - Recent weeks have seen substantial media coverage of the highly emotive and potentially volatile issue of reservations in institutions of higher education, especially the few that can be deemed as islands of excellence such as the IITs, the IIMs, and AIIMS. Even as the government gropes to deal with the Pandora’s box opened by an ageing and crafty politician, who is probably more driven by Machiavellian instincts than affirmative action, yet another politician now wishes to make her existence noticed by extending reservations to all public and private institutions. As was to be expected, the issue has again begun to create schisms in society, with the emergence of more organised pro- and anti-quota groups. Hopefully, this brinkmanship on the part of the UPA will give way to sagacity and a pragmatic solution will soon be arrived at which can meet the legitimate needs of the entire strata of the society.
Having said so, it is indeed a stark reality that in the days of wildly fluctuating fortunes on stock exchanges, stratospheric prices of property, dollar salaries for jobs being delivered within India, and skiing/piano lessons for the kids of those who have made it big in recent times, there is another India that needs some attention not only from the media, but also from all those who are fortunate to even dream of having their children compete in IIT/IIM entrance exams.
I will start with some raw statistics, largely culled from the government’s own surveys. Over 18 per cent of the 27+ million annual births happen to girls in the age group of 15-19, and over 49 per cent of all girls bear their first child before they turn 20 — a statistic that will horrify any reader of this financial paper who has a girl child in the age group of 15-20!
India has the largest number of malnourished children in the world, with as many as 60 million who do not have access to even two regular meals in a day. Over 25 per cent of all children in the age group of 5-11 years and 37 per cent of all children in the age group of 11-19 are not in school. This has lead to a spectre of having almost 125 million children, currently between 5 and 19 years, who are doomed to lead a life of total or near total illiteracy and who will never be able to participate in any future growth of the country.
Over 260 million Indians are officially eking out an existence below the poverty line. While in percentage terms, this has been a welcome decline over the last 10 years, nevertheless these are shocking in absolute numbers. The Shanghai dreams of the nation’s financial centre Mumbai have to be tempered with the reality that as much as 49 per cent of its population comprises slum dwellers. The City of Joy (Kolkata) has 33 per cent of its residents consigned to slums, while the nation’s capital, with acre-sized bungalows for many of its past and current members of Parliament, has almost 20 per cent residents living in slums (and Jhuggi Jhopri clusters as they are called there).
Notwithstanding the improved economic growth rate in the last 10 years, the official unemployment rate has inched up from about 6 per cent to over 9 per cent in 2005, (and this is excluding the tens of millions more who are classified as intermittently employed). Even now, over 200 million citizens are directly dependent upon farming. In the absence of any real reforms in the agriculture sector, it is no surprise that as per government’s own admission, over 100,000 farmers have committed suicide in the last 5 years.
Eighty five per cent of the rural India and about 60 per cent of the urban India is still dependent upon ground water resources to quench its thirst. With the rapid increase in population leading to a dangerous decline in groundwater table and with an ineffective water resources development policy, many of India’s poorest (and most populous) states such as Bihar and Rajasthan are witnessing an unprecedented shortage of even potable water, leading to deaths happening due to thirst.
And finally, the last miserable statistic pertains to the reality that one of the demographically youngest countries also has a very large absolute number of people above 60 years of age. The number of 60 and above will touch almost 100 million by 2016. Even at present, at about 700,000, India has only a third of the 2 million hospital beds needed to serve the current population, and just about 9 per cent of the entire population is covered under any kind of healthcare scheme.
It is in the context of these harsh realities that the ones (like the undersigned) who are fortunate not to be a part of this ‘other’ India should reflect on the subject of equal opportunities in some depth, rather than getting influenced with the superficial treatment this matter usually receives in our legislatures and the media. In our own myriad ways — both as individuals and as business enterprises — we can make some micro contributions to tackle these challenges, rather than participating in only armchair debates/sms campaigns, and doling out homilies such as those coming from some of the industry captains, who merely wish to cherry-pick the most talented and fortunate few tens of thousands on the pretext of having to compete globally rather than applying a part of their fortune (and their wisdom and managerial excellence) to enable the creation of more opportunities for many more millions.

By Arvind Singhal - Technopak

News: Dell to set up unit in India by year-end

(PTI 25/05/2006) New Delhi - The world's largest computer company Dell is setting up a manufacturing unit in India to be operational by the end of this year.

"Currently, we are looking for a location for the plant. It will be operational by end of this year," Paul-Henri Ferrand, vice president & general manager (south asia) for Dell, said.

Without disclosing the investment the company would make in the plant, Ferrand said, it would be on similar lines to the company's units operating elsewhere in the world.The company has seven manufacturing plants and is adding one each in the US, eastern Europe and India.

The manufacturing plant in India is an important element in the company's strategy - currently ranked number four with an overall market share of 5% - to become the number one computer brand in India.

The plant would reduce costs for company's customers substantially and would bring down delivery times. Dell will manufacture desktops and notebook computers at the facility.

"In the last four quarters, our revenues in India grew 40% to $ 270 million... in the coming years the company would accelerate its growth, Ferrand said.

To gain market share in India, Dell is on an aggressive manhunt for sales personnel. "In the last three quarters, the company's doubled its sales force in India," Rajan Anandan, vice president & general manager(India) for Dell, said.

The present numbers would double in the next three quarters. "The hiring is limited by the numbers we can find," Ferrand said.

News: Huge gas reserves found in Rajasthan

(IANS 25/05/2006) New Delhi/Jaipur - High quality reserves of natural gas Shahgarh has been discovered in the sub-basin of Jaisalmer district in Rajasthan, it was announced Wednesday.

Gas was discovered in Focus Energy's exploration block, around 25 km from the Pakistan border, in the same stratigraphic area as the one producing multi-trillion cubic feet fields of Sawan and Miano.

Focus Energy, formerly known as Phoenix Overseas, struck gas in its onshore blocks RJ-ON/6 in well SGL-l, the company announced Wednesday.

The company has informed the Directorate General of Hydrocarbon (DGH) of its "significant gas discovery" and is still to get an expert certification of the size of the discovery.

Official sources, however, estimated that the gas find is large and around six trillion cubic feet.

"The discovery was made in excellent cretaceous reservoir sandstones at a depth of 3,100 meters. The well flowed 15 mmscf/d (million standard cubic feet per day) of almost pure methane gas through a 48/64 choke. The discovery of the gas has been confirmed through conventional open hole drill stem test," the company statement said.

"Focus Energy hopes that the discovery would be commercialised at the earliest," said Ajay Kalsi, chairman of Focus Energy, which is part of the Rs.250 million turnover Phoenix group that was engaged in trading and shoe trade till venturing into oil and gas exploration in 2001.

Having struck it lucky in the fifth well drilled, the company was now planning to step up exploration activities with expectations of further gas finds in Rajasthan where British exploration company Cairn Energy has found large reserves of oil.

In Jaipur, Rajasthan's minister of mines and petroleum Laxmi Narayan Dave said it was the first time that such huge reserves of natural gas were found in the state.

"We are emboldened by the discovery of the huge and high quality gas reserves in Jaisalmer area," he said.

The minister also said that the flow rate of gas had been tested with 900 P.S.I. (pressure square inch) for about an hour and there was no drop in the pressure.

He said that a few more tests were to be done to ascertain the exact amount of gas in the area.

Dave said the new gas reserves would augment power generation in the state and promote exploration and investment for the availability of Hydrocarbons in Jaisalmer basin and other areas.

In Rajasthan, over 2,900 million cubic meter gas reserves have been found by ONGC, and 9,200 million cubic meter reserves by Oil India so far.

News: Is 10% growth a distant dream for India?

(DNA 25/05/2006) Hong Kong - A pioneering comparative study of the diverging patterns of economic growth of China and India identifies the challenges that the two Asian giants face in charting their future growth, and concludes that “if the current structures of the two economies, are maintained, India will not be able to catch up or surpass China”.

The study, by Dr Emma Xiaoqin Fan and Dr Jesus Felipe, economist and senior economist, respectively, at the Asian Development Bank (ADB), identifies “impediments to investment” as one of the biggest hurdles to growth in India.

India and China, the study says, “face very different challenges in their respective quests for economic growth. India must address impediments to investments so as to increase its investment rate. China must deal with the question of whether investment, the engine of growth, can continue running full steam.”

India’s problem, the study notes, is how to accelerate growth, while China’s problem is how to sustain it.

In an interview to DNA Money from his Manila office, Felipe noted that it would be “virtually impossible” for India to achieve 10% GDP growth rate in the next few years. “This doesn’t mean that it can’t grow by 10% in any one single year,” caveats Felipe. An exceptionally good monsoon could theoretically spike GDP growth for one year, he adds. But it would be virtually impossible, he says, for India to ramp up the investment rate and the rate of capital accumulation in the next few years to the levels needed for it to sustain double-digit GDP growth.

In fact, the study says, given India’s current growth statistics, its annual average growth rate in the medium term is unlikely to exceed 7.5-8%.

That’s not to say, however, that India’s growth story has nothing going for it, or that China doesn’t face challenges ahead.

News: Pantaloon to leverage Net, mobile space

(BL 25/05/2006) Mumbai - Pantaloon Retail is planning to step up its marketing and communication spends on the mobile and Internet space. Speaking to Business Line, Sanjeev Agrawal, Head, Marketing, Pantaloon Retail, said, "We plan to strengthen our presence in this space since this is an area which is growing rapidly. The plan is to innovate and experiment in Internet and mobile marketing initiatives."

In the recent past the company has already been engaging itself in some amount of Web-based advertising and has been doing projects through entities such as Hungama.com. "In the past, we have had vendors such as Hungama doing work for us but now we are looking for a long-term partner for our mobile and Internet marketing initiatives."

In fact, the company may also be considering the services of its empanelled agencies such as Mudra and Percept (H) for enhancing its Web-based advertising.

From its ad budget of Rs 100 crore, Pantaloon Retail now intends setting aside a substantial amount for its operations on the Web.

Adds Agrawal, "Today, the majority of our ad spends continue to be on the print media but we are looking at allocating reasonable spends behind mobile and Internet-based communication since it is still not a cluttered medium." Besides, the retail chain is also using mediums such as outdoors, television and may be radio in the future.

Meanwhile, Pantaloon Retail has extended its `Fresh Fashions' baseline to the Miss Ponds India beauty pageant whereby the three `Ms India's will be featuring in its campaigns. Explains Agrawal, "We have decided to use these ladies in our campaigns since they are fresh faces which go with our fresh fashions statement."

The retail company has also decided to consider using a new celebrity for its Central brand of stores. Considering it has been rapidly expanding its Central brand and has also attached the baseline of `Shop, Eat, Celebrate' for the brand, there is a likelihood of associating a celebrity with it. "We may look at a celebrity for Central in the future," says Agrawal. However, celebrities are not going to be the focus for its Big Bazaar retail brand of stores.

"We intend using direct communication for the Big Bazaar brand and there will be no third party used to communicate about the advantages of shopping with the brand," adds Agrawal.

News: ABN Amro starts Indian retail broking services

(BL 25/05/2006) Mumbai - ABN Amro launched on Wednesday broking services for retail investors under its arm ABN Amro Asia Equities, which currently offers institutional broking in India.

The retail broking services would be launched in 15 cities, where the bank already has its presence; it hopes to target its 1.3 million strong client base for the new service.

Speaking to reporters, Ramesh Sobti, Country Executive, ABN Amro India, said, "This was one service missing from our suite of products. Retail business forms 60 per cent of our business in India, while commercial banking forms 40 per cent. We are likely to maintain this ratio, as retail is growing faster."

The bank is also looking to offer commodity trading through a separate subsidiary under ABN Amro Asia Equities, Sobti said. "We will look at commodity trading in the second phase, once there is more clarity on the guidelines in this regard. This would be in another 12 months' time."

The bank also has plans to start a non-banking finance company after the Reserve Bank of India comes out with its guidelines, said Jeroen Drost, Chief Executive Officer, ABN Amro Asia. India has been on a good growth path for the last couple of years due to a strong domestic economy, he said.

The features of ABN Amro's retail broking include a three-in-one account for trading, demat and savings account, option to trade through multiple channels such as online, offline and on the phone, access to research and timely advice, said Chitra Shringare, Senior Vice-President and Head - Retail Brokerage Services. The products include equities, cash and derivatives, IPOs and personal financial services, which would be rolled out in a phased manner.

Tie-ups with other financial institutions would be part of expansion in the second phase as would be opening offices independent of the bank's branches, Shringare said.

News: Reliance eyes cane processing

(BL 25/05/2006) New Delhi - Reliance Industries Ltd (RIL) is slated to make a presentation before the Union Agriculture Minister, Sharad Pawar, on May 31 on its proposed foray into sugarcane processing.

According to sources, the company is planning to set up three units, each with capacity to crush over 10,000 tonnes of cane per day (tcd), in Maharashtra. Unlike normal sugar factories, these would convert the entire sugarcane juice to ethanol.

The Government's `gasohol programme' mandates oil-marketing companies to dope 5 per cent of their petrol with ethanol. The ethanol from the proposed units would basically meet Reliance's captive requirements.

The sources said that the first plant is to come up at Kurkumbh in Daund taluka of Pune. The other two units are in Kolhapur and Osmanabad districts, for which sites are apparently under finalisation.

The Kurkumbh site currently houses a mono ethylene glycol (MEG) facility, originally promoted by SM Dyechem Ltd and acquired by RIL in January 2005. RIL had justified the acquisition citing proximity to Maharashtra's sugar belt that ensured sufficient alcohol availability. The Kurkumbh facility is RIL's sole alcohol-based MEG plant, with all its other units using naphtha or natural gas feedstock.

From available information, it seems that Reliance plans to have the sugarcane processing plant in the MEG facility for meeting its captive ethanol needs. A key issue in this connection is the Sugarcane Control Order, 1966, whose provisions currently apply only in the case of cane used for manufacture of sugar, gur and khandsari.

But since RIL's proposal involves direct processing of cane for ethanol - which has never been attempted in the country and finds no mention in the Order - there is an interpretation that the company would be exempt from its provisions. These include clauses dealing with fixation of `reserved area' for factories to source cane, maintenance of 15-km minimum radial distance between neighbouring units and even applicability of Statutory Minimum Price for sugarcane.

"The May 31 meeting is likely to look into all these issues. There would also be efforts to address the concerns of existing mills on excess drawal of cane from their reserved areas," the sources added.

Wednesday, May 24, 2006

News: 500 mn phones for India by 2010

(PTI 24/05/2006) New Delhi - Telecom Minister Dayanidhi Maran today projected that India would have 500 million telephones by 2010, to facilitate which the government was making efforts to release 45 mhz of spectrum by the end of this year.

"The current subscribers base in the country is 150 million. The target for 2007, which has already been announced earlier, is 250 million new phone connections. Now we are setting a target of 500 million telephone connections by 2010," he said at a press conference outlining achievements of his ministry in the last two years.

He added that DOT along with Ministry of Defence had already taken up a Rs 1,000 crore project to release 45 mhz of spectrum, a key resource for the mobile telephone industry, by the end of this year.y 2007, mobile telephony will cover 85 per cent of the country.

Maran said the government will also make spectrum available for the third generation mobile services (3G).

News: Malls flash foreign tag, save shelf space for imports

(TNN 24/05/2006) New Delhi - The ‘Imported’ tag still rules the Indian psyche. The friendly neighbourhood retailer, who supplies the monthly quota of Malaysia-manufactured deodorants, Indonesian chocolates and made-in-China shampoos, has known this for long.

Now, the fact has been factored in by new-age retail shelves. Retail chains, both in fixed budget and niche high-end categories, are reserving more shelf space for specifically ‘not-made-in-India’ merchandise. In most cases, the brand barely matters.

“As long as it is genuinely imported, it’s okay,” says a merchandiser of an agency that picks up imported brands for small retail chains based in New Delhi and Punjab.

“There is a huge craze for imported products, especially in Tier II towns, where access to such products is a problem and buying options are limited. The brand does not really matter, because the general psychology is that the foreign products are superior to the domestic products,” says Vikas Gulaty, director and CEO, Mallz 99.

The retail chain is planning to expand to about 100 outlets in the next three years, has all its merchandise, from dog food to mascara, sourced from all over the world, but India.

“We have buying houses in Turkey, Europe, Japan, China, Indonesia and the US. We have 3,000 products in the portfolio and brands keep on changing. Sometimes, a particular brand does not make it back to our shelves. It depends on the global availability of the products,” he says.

The India-based franchise of One-Dollar stores US DollarStore, has everything shipped via Florida (though it is sourced from all over the world). “About 95% of the products in the stores are imported. The only brand which is made in India is Pepsi,” says Gautam Sahni, director, Nanson Overseas.

The craze for imported products is complimented by a high degree of brand recall, even for the lower-end brands. “It’s astonishing that people are aware of a lot of brands that are available in our stores, even though they have never been advertised here.

And the brand awareness is not just about expensive products. Even lower-end things like Pringle chips and Jack’s cleaner are identified and that creates more demand,” says Mr Sahni.

Similarly, the high-end Dr Morpene’s ‘Tango’ chain of stores and Ebony Retail, have both tied with luxury brands like Mineral Care and Southern Islands for their beauty sections.

“There is a demand for some of the products that our customers have tried during their sojourns abroad and have enough disposable income to try out others, especially in Punjab,” says an official from Ebony.

News: Smaller Indian retailers gear up to take on malls

(TNN 24/05/2006) Pune - The mall mania sweeping cities has hit the traditional shopping areas of most cities. Over time, though, these traditional shopping areas are hitting back, with their own snazzy premises, ready to take on the challenge of malls.

So, from a cramped, stocked-to-the-roof location, they have gone in for a complete makeover. To stand out in the clutter, some have gone for specialisation.

“We need to survive in the retail mania so we have chosen to specialise. We specialise in women’s, and young girl’s products,” noted Pramod Jain, a promoter of the family-owned Vama, a multi-storied exclusive ladies mall spread over 17,000 sq ft. In-house brands is the other aspect they are looking to develop.

While Vama is going in for HoneyBee, a brand for 2-14 year old girls, Jaihind Collections, a men’s wear shop has its own label, JC Studio, strictly for men’s ethnic wear. A major hurdle these stores face is the lack of space — a narrow frontage is what they have inherited.

Traditional wisdom mandates that to do justice, stores should be between 50-60,000 square feet space and just a women’s store, without anything for the rest of the family won’t do.

In makeover mode, stores on Laxmi Road, the traditional shopper’s paradise in Pune, do not believe in this. Having to cope with a narrow frontage, they have chosen to go vertical.

Split levels add extra space. Tathastu, another women’s mall, has about 16,000 sq ft in its four-plus ground storied building. And there is nothing cramped about it, either. Janardan Kurade, proprietor, maintained that just stocking what women want also sells.

Apart from its private label for men’s ethnic wear, Jaihind Collections was among the earliest to specialise and stock all that a man could require under one roof: from accessories like sun glasses to perfume.

Dinesh Jain, partner, Jaihind Collections noted, “In another couple of years, you can expect to see most stores on Laxmi Road have gone in for a face lift. We are all changing, in line with customers needs.”

Neither Dinesh Jain nor Pramod Jain are stopping at specialised stores, though. Having worked out private labels, the next thing is to move to the Internet although Pramod Jain accepted that it will take him time to build the label.

Another trend, important for a traditional shopping area, is that despite moving away from sarees, sales have not really dropped. That is because the saree has moved up, the value of each sale being higher, making up for any diminution in volume. “Segment-wise,

readymades and Western outfits are growing at 30-40% annually. However, the highest sale of sarees in the higher price range.

That is because of the party-wear segment, a segment which has marked the return of the saree. In this segment, the price ranges from Rs 2,500-7,000 each and we specially design sarees for this segment,” Pramod Jain observed.

The make over of the traditional shopping area has largely been driven by the second generation of the owner’s family coming into the trade, barring Mr Kurade who saw an opportunity in women’s wear, after having been in the shoe business.

Dinesh Jain remarked that their fears of a fall in sales at Laxmi Road stores would go down, following the appearance of malls and large format stores, were unfounded. Footfall and sales were not affected, he maintained.

While competing with malls on grounds of better, personalised service, the traditional stores are also learning from them. For instance, loyalty programmes and e-ordering. While ethnic men’s wear can be e-ordered, Vama will be able to offer this facility three month’s time.

News: Hyderabad turns new hotel hotspot

(TNN 24/05/2006) Hyderabad - Move over Mumbai and Delhi. Hyderabad has just checked in as the ‘numero uno’ hospitality destination in the country. Hyderabad is poised to have 6,507 star hotel rooms by ‘10 and attract the highest number of investment in the next few years, according to a study by HVS International.

As per the study, Hyderabad has overtaken cities like Mumbai, Goa, Chennai, Delhi and Bangalore. “We have worked on parameters like rate potential, demand growth, infrastructure, site availability and product orientation, replacement costs and induced demand to arrive at this conclusion,” said HVS International consultant Premal Zaveri in a chat with ET.

Business travel is said to be one of the main drivers of the growth in the hospitality industry.

Established in 1980, HVS International is a global consulting and services organization focused on the hotel, restaurant, timeshare, gaming, and leisure industries.

The demand now does not match supply. However, this is expected to change with many Indian and international chains planning to set up shop in the city. The star hotels in the city claim that almost 90% of the guests are business travellers.

The year-on-year occupancy rates, too, have been rising to over 80% in ‘04-05. “The Hyderabad International Convention Centre stabilizing as an international centre, and also the growth of the Genome Valley, Hitech City and ICICI Knowledge Park are positive drivers for increased occupancy in the first class business segment,” says Mr Zaveri.

The number of rooms in the city is expected to touch 2,461 by the end of 2006 and go up to 6,507 rooms by ‘10. The average room rate currently at Rs 5,000 is expected to go up to Rs 8,000 by ‘08-09. “There will be no downward price correction at all,” says Mr Zaveri.

Hyderabad is currently in a very strong position as its average room rates are still very low but its occupancy is high at over 80%. “Though the room tariffs are higher in other cities, considering the city’s performance against all other parameters, it is clearly in the number one position,” says Mr Zaveri. The construction of the Hyderabad international airport is also expected to spur the growth of hotels.

Currently, the city has approximately five five-star hotels including ITC Kakatiya Sheraton, Taj Krishna, and the Viceroy. Viceroy has chalked out an elaborate expansion plan and will be known as JW Marriott and is also planning to take the number of rooms up from 168 to 300 with an investment of Rs 80 crore.

Bangalore-based hotel group Royal Orchid plans to set up a four star hotel in Hyderabad by the end of 2006 and is also mulling the possibility of setting up a five-star hotel in the future.

Also, hotel chains like London based Le Meridien, the InterContinental group and Lemon Tree are keen to come to Hyderabad. The ITC group also has plans to build another hotel in the city while Tulip Manohar has tied up with Radisson.

News: Citi's bullish on India, sees GDP at 7.6%

(TNN 24/05/2006) Mumbai - Citi, one of the biggest investors in the market, reiterated its positive stance on the Indian economy with a GDP growth estimate of 7.6%. It also expects the rupee to appreciate in the long-term, though in the short term the Indian currency could be choppy, said the US bank in a report released on Monday evening.

It has also added that the key risks to its outlook remain unchanged at – politics, higher oil prices and their impact on rates and currencies, coal shortage, and the longer-term issue of job creation.

The sell-off, according to Citi, has been driven by a host of factors, including declines being witnessed in other emerging markets, a fall in global commodities prices, inflation concerns in the US and technical factors in the local market.

The positive stance on the Indian economy is due to key growth drivers — investment cycle turn-up, consumption, and outsourcing coupled with the trickle down impact coming into play.

It has also maintained its long-term appreciation view on the rupee, though near-term trends are likely to be choppy due to high oil prices and concerns on portfolio flows.

On the fiscal front, Citi said with the market expecting growth momentum to remain strong at 7.5-8.0% and gradual fiscal consolidation expected to remain intact, it expects S&P to upgrade India in the next 12 months.

Also it feels Fitch, whose sovereign ratings for Asian countries are typically either at par or higher than other rating agencies, will also feel some pressure to follow through on its rating and put India on positive outlook as well.

Citi added it expects India’s current account deficit (CAD) to widen to $22bn in fiscal 2007 (2.5% of GDP) as compared to $16.8bn (2.1% of GDP).

However, it has maintained its comfortable stance on the external as capital flows are more than sufficient to finance the CAD. CAD is mainly due to higher non-oil imports, which is indicative of the on-going economic activity and forex reserves are at a comfortable $162bn.

News: Centre approves Bangalore Metro project

(PTI 24/05/2006) New Delhi - After years of delay the Bangalore Metro Rail project is finally set to take off with the Centre giving the go ahead signal to the Rs 6,395 crore venture.

The metro project in the Garden City, first proposed in 1982, will now be implemented for a 33 km long route by Bangalore Metro Rail Corporation Ltd (BMRCL), which will be made a joint venture between the Centre and Karnataka government by enhancing authorised capital, sources said.

Currently, Bangalore Metro Rail Corporation is wholly owned by the Karnataka government.

The state government will hold 30 per cent stake (15 per cent each of equity and subordinate debt) in BMRCL, Centre will hold 25 per cent (15 per cent equity and 10 per cent sub ordinate debt). The remaining 45 per cent stake will be raised as senior term debt.

The Union Cabinet had already given its nod in April this year for the project that is expected to be completed by 2011.

As a part of approval by the Union Urban Development Ministry, the BMRCL board will also be reconstituted with 10 directors, each promoter appointing five directors.

Sources said Secretary, Union Urban Development Ministry will be the Chairman of the Board, while the state will appoint the Managing Director with consent from the Centre.

Keeping in mind the experiences of political wranglings and land acquisition problems that had plagued the project in its concept stage itself, the Centre has proposed setting up of three committees to tackle various levels of management of issues relating to the project, the sources added.

News: GAIL to invest $1.2 bln in petrochem project

(RTR 24/05/2006) Mumbai - State-run gas utility GAIL (India) Ltd. said on Wednesday it would invest Rs 5,460 crore ($1.2 billion) in a petrochemical project in Assam.

The project would produce 220,000 tonnes of ethylene and 60,000 tonnes of propylene, the company said in a statement.

Shares in the company were down 1 per cent at Rs 237 in a weak Mumbai market.

Tuesday, May 23, 2006

News: 'Financial sector reforms must for 8% growth'

(FE 23/05/2006) New Delhi - Finance minister P Chidambaram has made a strong pitch for reforms in the banking, insurance and pension sectors — partly held up because of the Left’s opposition — to sustain a 7-8% growth momentum.

In a 20-page presentation the titled “Overall economic scenario and way forward” to the UPA-Left coordination committee on Tuesday, Mr Chidambaram pointed out that the main constraint in the growth of bank credit and insurance penetration was capital.

While the banking system needed Rs 42,000 crore more capital by March 2010, the insurance sector required Rs 12,000 crore in the next four years.

According to Mr Chidambaram, the bank credit to GDP ratio in India was less than 50% and lagged behind developing economies in east Asia. The increase in credit to GDP ratio was essential for high growth of income and employment.

He also said credit to hitherto neglected sectors like agriculture and small-scale industry needed to grow further.

In insurance, he said penetration had gone up to 3.28% in 2003 from 1.93% in 1999. Stating that insurance was critical for social welfare, and also to provide long-term funds for infrastructure, he said, the target was to achieve 8-10% penetration in the near future. Though, the government had proposed a hike in the FDI limit to 49% from 26% now, it has still not been able to build a consensus with the Left.

The finance minister also tried to impress upon the Left the need to expedite pension reforms through the enactment of the Pension Fund Regulatory and Development Authority Bill. He said the existing system suffered from limited coverage with just about 13% of the working population being part of some pension scheme. The combined pension payment of the Centre and states stood at over Rs 65,000 crore and was growing unsustainably, he said.

To consolidate growth at 7-8%, Mr Chidambaram said, investment needed to be stepped up from Rs 7.3 lakh crore in 2003-04 to Rs 16.3 lakh crore in 2008-09.

Besides, the government must create strong institutions to garner and allocate funds efficiently among sectors that are critical, he added.

Mr Chidambaram, however, admitted the government faced a fiscal challenge in terms of creating fiscal space to enhance public investment and simultaneously meet the commitment of eliminating revenue deficit.

There were looming concerns too of additional expenditure because of enhanced petroleum and fertiliser subsidies, revival of PSUs and interest subvention on bank credit to farmers at 7%.

News: Fed Bank, IDBI, Fortis in insurance JV

(FE 23/05/2006) Chennai - Federal Bank will join hands with IDBI and Fortis Insurance International to float a life insurance joint venture. Federal Bank will hold 25% stake in the life insurance JV while IDBI will be the majority partner with 49%. Fortis will hold 26% in the new venture.

When contacted M Venugopalan, chairman and managing director of Federal Bank, confirmed the development. “We expect to get all the regulatory approvals for the new JV in the next four to five months and will be in a position to launch the insurance JV by the third quarter of the current fiscal,” he said.

“It is too early to talk about the capital structure of the new company. Once the board clears the proposal on May 29, we will take up the matter with other partners,” Mr Venugopalan said. But market sources here put the capital base at between Rs 700-800 crore.

In March 2006, IDBI tied up with Fortis Insurance International for its life insurance foray. The alliance began scouting for a third partner with large network of branches and a pan-India footprint. It initiated parleys with Bank of Baroda (BoB) but talks did not fructify as BoB sought majority stake in the new venture.

News: FIIs bearish on India - JP Morgan

(BS 23/05/2006) Mumbai - Foreign Institutional investors (FIIs) continue to be bearish on India and expectations are that India would get less of net inflows into emerging markets, according to Adrian Mowat, chief Asia equity strategist, J P Morgan.
“All emerging markets, other than Chile, are cheaper than India even after the recent downward movement of the Indian markets,” he said.
Indian equity markets are ahead of the India growth story and the recent pullback by foreign institutional investors is indicative of the portfolio changes being made by global investors.
Mowat pegged that additional inflows into India till the end of the calendar year could be higher than $5 billion but less than $10 billion.
JP Morgan’s target for the Indian market is at 11,000 for the Sensex by the end of the calendar year and predicts earnings growth for corporates to be between 15 per cent and 20 per cent.
The growth figures for Indian corporates are stronger than other Asian emerging markets, other than Taiwan. Technology companies in Taiwan are turning around and posting better results, Mowat said.
About the recent downturn on the bourses, he said, “There has been a general outflow of money from emerging markets in the last week or so. I think that is a purely tactical portfolio trend and we will begin to see the continuation of existing trend that has been in place for a while, which is the net inflow into emerging markets.”

News: RIL wins exploration rights in East Timor

(BS 23/05/2006) Mumbai - Reliance Industries (RIL) has won petroleum exploration rights in an oil and gas offshore block in Timor-Leste, world’s newest nation, outbidding global oil majors.
Italy’s ENI SPA has won five blocks. Apart from ENI and RIL, global majors such as Indonesian state-run Petronas, Brazil’s Petrobras and Portugal’s GALP were in the race for offshore blocks in Timor-Leste— commonly called East Timor.
East Timor Prime Minister Mari Alkatiri said in a statement that Reliance and ENI would sign production sharing contracts with the government by next month.
Profits from these areas are to be split in 60:40 ratio between the operator and the government, with foreign operators also paying a 5 per cent royalty fee to the government. The size of the deal and the oil and gas reserve in these blocks are not known.
From the 11 contract areas available in the first bidding round, six had received offers from the international companies. The offer for these 11 contract areas covers a total 30,000 square kilometers.
The deadline for companies to hand in proposals for the Timorese offshore tenders ended on last April 19 and the East Timor government received nine proposals for the six blocks.
East Timor is planning to launch an international tender for onshore oil exploration by the end of this year also.
Among RIL’s overseas operations, it has exploration rights to one of the large deepwater blocks in the Sultanate of Oman.
In addition, it has a 25 per cent stake in an exploration block in Yemen, which has struck oil. Reliance is looking to expand its overseas ventures aggressively in Yemen, Sudan and Colombia.

News: Tata Intl recasts business

(BS 23/05/2006) Mumbai - Tata International (TIL), the Rs 7,000 crore business gateway of the Tata Group, has reorganised operations to focus on two business lines —leather and engineering.
Its steel and minerals businesses have been absorbed by Tata Steel, while the spare parts division of its engineering division will be a part of Tata Motors. The restructuring took effect from April 1, 2006.
Before the rejig, Tata International was into five business segments — steel, engineering, minerals, bulk commodities and chemicals.
“As of April 1, in line with the internationalisation methodology being adopted by the group, Tata Steel has absorbed Tata International's steel and minerals global business units (GBUs) back into its fold,” said a Tata International spokesperson.
“Similarly, Tata Motors, too, has absorbed the spare parts division of TIL's engineering GBU into their company. This is in order to streamline their internationalisation activities with their organic and inorganic growth plans,” the spokesperson added.
One of the country's largest trading companies, Tata International is into a gamut of activities — ranging from sourcing products to delivery. It has a global network spreading across more than 100 countries with major markets in Europe, West Asia, the Far East, Ocenia and the Saarc countries.
Tata International's engineering business is involved in international marketing, global sourcing, warehousing, distribution and supply chain management.

News: Foreign investors in go-slow mode

(TT 23/05/2006) Mumbai - Foreign institutional investors (FIIs) appear to be getting wary of Indian shares, while it continues to swoon over the charms of scrips in China.

“We had re-rated the Asian and the emerging markets at the beginning of the month and had gone underweight on the Indian markets,” said Adrian Mowat, chief Asian equity strategist, JP Morgan Chase. However, the foreign brokerage continues to be overweight on China.

Morgan also went bearish on Indonesia, Malaysia, Australia and Central Europe, while being upbeat on Taiwan, The Philippines, Singapore, South Africa and Turkey.

“While we have probably seen the worst in the Indian markets, it is going to be several months before we see an uptrend. We expect reasonable volatility in the markets. However, we believe that it is far too late to be selling ... the relative valuations which still remain attractive provide an opportunity to acquire stocks. A fair value of sensex would be 11000 by December,” said Mowat.

FII top gun CLSA had said yesterday that Indian shares were still at a premium compared with the Asian markets even after the hammering of the bourses over the past week. With F& open interest still high, volatility is expected in the near term.

However, stocks with strong fundamentals offer attractive entry points. These stocks include HLL, Cipla, Maruti, Wipro and Bhel.

Mowat said the fundamentals were still intact and the driving force would be corporate earnings which was expected to clock growth rates of 15-20 per cent.

“Going forward, the Indian markets shall get it cues from the domestic investors in line with the markets of South Africa and Russia where the domestic inflows constitute large part of the total inflows in the equities,” he added.

Morgan in a report had said the medium term economic outlook on India among investors ranged from ‘bullish’ to ‘super bullish’.

“The Indian economy has grown around 8 per cent annually in the last three years, driven in large part by higher consumption by a more prosperous and growing middle class. Growth is likely to be at least 7 per cent annually over the next few years, although faster implementation of economic reforms and improvement in physical infrastructure could result in even faster growth rates,” said Siddharth Mathur, strategist, JP Morgan.

“While the domestic investors can look at IT and pharma stocks, we like select banking and cement stocks. Though the Indian IT companies are some of the best managed companies in the world, they are dependent on the US markets, which might have some reflections on their income,” said Mowat.

Meanwhile, FIIs were net sellers to the tune of Rs 929.80 crore yesterday. Their net outflow in the past eight sessions was Rs 5,967.50 crore.

News: 'Indian govt yet to frame policy on FDI in retail'

(PTI 23/05/2006) New Delhi - Allaying fears of Left parties and Opposition BJP that FDI in retail would open flood gates to foreign companies, Commerce and Industry Minister Kamal Nath today said Government had not framed any policy yet.

Replying to a short duration discussion in the Rajya Sabha on FDI in retail sector, Nath said "there is no policy which we have framed. We have not agreed to opening up of the sector."

Observing that there was presumption in the House that Government had already made up its mind and put FDI in retail on fast track, he said Government was yet to find a model of FDI in retail which did not replace or displace existing employment but generate additional employment.

"We are looking at various models. Till now, we have all the bargaining chips in our hand. We have not committed any thing on retail at the World Trade Organisation in our offer on services," he said.

Government was committed to objectives laid down in the CMP relating to investment creation, technology up gradation and employment generation. Pointing that FDI in retail did not mean imports, Nath said after liberalisation goods can be freely imported after paying the customs duty.

However, he remained non-committal to demands by members that as and when the Government has a policy it will take the House into confidence before taking any decision. He said all aspects have to be taken into account.

News: 'India's growth to slow to 7 pct in 06/07'

(RTR 23/05/2006) Mumbai - India's growth could slow to 7 percent in the year to March 2007 from a 7.5 percent expansion in the previous year as tighter monetary and fiscal policy crimp investment, the OECD said in its economic outlook on Tuesday.

Slackening output growth is likely to keep inflation below 5 percent, while the current account deficit might stabilise at about 3 percent of gross domestic product, the Organisation for Economic Cooperation and Development said in its twice-yearly report.

"The economy has experienced extremely rapid growth in demand over the three years to 2005 that is to a certain extent cyclical," it said.

"While GDP growth picked up to 8.5 percent over this period, supply has not been able to match demand. Some slowing of output growth seems likely in 2006 and 2007 as the impact of higher interest rates, tighter fiscal policy and a possible unwinding of petroleum product subsidies is felt."

India, which imports about 70 percent of its oil, has not increased domestic fuel prices since September last year even though world oil prices have risen sharply to about $70 a barrel.

Prime Minister Manmohan Singh said on Monday the government cannot keep subsidising energy consumption at the current level.

Analysts say an increase in fuel prices could trigger inflation pressures in the robustly expanding economy prompting the central bank to raise interest rates.

The Reserve Bank of India kept its key short term interest rate unchanged at 5.5 percent in its annual monetary policy review in April but struck a hawkish note by saying global factors like oil prices and U.S. interest rates would play an increasing role in policy formulation in the next few months.

The central bank has raised the key rate by 100 basis points since October 2004.

"In the corporate sector, lower availability of finance and higher interest rates seem likely to reduce investment growth while the upswing in inventories may also end," the OECD said.

"During the projection period, the tighter stance of both monetary and fiscal policy is projected to slow economic growth."

The government estimates that India, Asia's third largest economy, grew 8.1 percent in the previous year to March 2006.

It aims to lower the federal fiscal deficit to 3.8 percent of GDP in the current fiscal year from 4.1 percent a year earlier mainly due to higher revenues on the back of robust economic expansion and some cuts in expenditure.

"State governments have also managed to reduce deficits, with the result that the combined central and state government fiscal deficit is projected to drop from 8.5 percent to 6.8 percent of GDP between 2003 and 2007," OECD said.

News: Generali signs JV with India's Pantaloon Retail

(RTR 23/05/2006) Milan - Italian insurer Generali has agreed to set up an insurance joint venture with India's Pantaloon Retail to be called Future Generali, with a starting capital of 2 billion Indian rupees ($43.88 million).

Generali will own 26 percent of the joint venture, its first enterprise in the Indian market, and Pantaloon Retail will own 74 percent, the insurer said in a statement on Tuesday.

"India is a very young country with 60 percent of the population below 30 years of age. These are the new insurance buyers of India tomorrow who spend a significant time at modern retail outlets (stores and malls)," Kishore Biyani, Chief Executive of the Future Group that owns Pantaloon, said in the statement.

The joint venture will offer life and non-life insurance.

The companies expect India's insurance sector to grow 15-20 percent per year over the next 15 years, due to the country's high savings ratio and deregulation of the market.

Premium income in 2005 totalled the equivalent of 17.5 billion euros ($22.38 billion) in India, with the life insurance segment making up two-thirds of that, they said.

At 1249 GMT shares in Generali were up 1.26 percent at 27.33 euros.

News: Pantaloon Ind plans 250 mln rupee insurance spend

(RTR 23/05/2006) Mumbai - Fabric and yarn maker Pantaloon Industries Ltd. said on Tuesday its board had approved investing up to 250 million rupees for its insurance foray.

Earlier on Tuesday, its associate company Pantaloon Retail India Ltd. agreed to set up an insurance joint venture with Italian insurer Generali, with a starting capital of 2 billion rupees ($43.88 million).

Generali would own 26 percent of the joint venture, its entry into the Indian market.

Pantaloon Retail would own 56 percent and Pantaloon Industries would hold an 18 percent stake, Managing Director Kishore Biyani told Reuters.

News: Indian govt draws fire over FDI in retail

(PTI 23/05/2006) New Delhi - Left parties and Opposition BJP today launched a frontal attack on government over its move to open up retail trading to Foreign Direct Investment saying this would shrink employment opportunities.

Participating in a short duration discussion on FDI in retail in the Rajya Sabha, CPI-M member Sitaram Yechury cautioned the government against opening up of the retail sector saying it would go against the commitment made in the National Common Minimum Programme.

He said the FDI in retail should be considered only if foreign investors agreed on augmentation of domestic capacity, technology transfer and employment generation.

Expressing serious concern over already declining job opportunities, Murli Manohar Joshi (BJP) said government should keep every aspect in mind before formalising the FDI policy in retail.

He said at least 16 crore people across the country were involved in the retail trading and FDI in retail would not help in creating jobs.

Praveen Rahtrapal (Cong) said government was aware of the need of retailers. Banwari Lal Kanchal (SP) said the move would not in any way help retail traders as multinationals were coming only for profit.

Monday, May 22, 2006

News: Amitabh Bachchan sinks Star TV

(FE 22/05/2006) New Delhi - The abrupt ending of Kaun Banega Crorepati (KBC-II) due to anchor Amitabh Bachchan's ill-health late last year has affected revenue growth of STAR TV Asia by 6-10%, reveals the latest report from Hong Kong-based research company Media Partners Asia.

While STAR network Asia was cruising at 20-30% revenue growth in first and second quarters of 2005-06 largely thanks to the the healthy advertising growth in STAR India, for the quarter ended March, 2006, the company registered only 14% revenue growth to $123 million.

"In Asia, STAR Group's operating income grew 28% year-on-year to reach almost $30 million, while turnover grew 14% to reach $123 million for the quarter," the report said.

The report cited KBC-II's absence as the primary reason for the decline in STAR Asia's revenue growth. "Revenue growth of 14% was below previous quarters (20%-30% in Q1 and Q2) due to an earlier than expected closure of the second season of "Who Wants To Be A Millionaire" on STAR Plus," the MPA report said.

KBC's first series of 309 episodes went on air in the middle of 2000 and met with phenomenal success. Its second innings of scheduled 85 episodes was launched in August 2005 and was supposed to go on till the end of February 2006 before the superstar anchor fell ill in early December.

Industry reports suggested the KBC-II was an even bigger commercial success than its earlier avtaar. Even before the launch, it managed to book over Rs 100 crore of advertising from sponsors and was estimated to rake in an additional Rs 55-60 crore in ad-spots. The per-10 seconds advertising spots were being sold for Rs 5-6 lakhs, making it one of the biggest money-spinning shows on Indian television.

The abrupt ending of KBC-II proved good for rivals Zee and Sony too, industry observers said. Since February, Zee TV, the entertainment channel from Zee Group, has been consistently getting higher ratings over Sony on several days during the prime time viewing band, TAM reports have confirmed that. Sony, too, managed to extend the popularity of `India Idols' with extended series to cash-in on the void created by KBC-II absence, industry sources pointed out.

The MPA report, however, indicates that STAR will bounce back with its reinforced programming strategy, especially with the success of STAR One and STAR Gold. The report also highlights a possible growth area for STAR in its proposed venture in direct-to-home segment through Tata Sky.

News: 'Indian share slide offers chance to buy'

(RTR 22/05/2006) Mumbai - A 22 percent slide in Indian shares over the past eight sessions poses a buying opportunity for long-term investors who are willing to stomach short-term risks, fund managers said on Monday.

India's economy, Asia's third-largest, has been expanding at about 8 percent annually for the past three years and there was nothing to suggest that growth will slow this year, they said.

"If I have 100 rupees, I will invest 10 rupees now. There are opportunities for the long-term investors in this market," said Ved Prakash Chaturvedi, chief executive of Tata Mutual Fund, which manages $2.4 billion.

India's main stock index fell more than 10 percent to a three-month low of 9,826.91 points on Monday, halting trading for an hour, as brokers dumped stocks to meet margins requirements of their clients.

When trading resumed, the market rebounded after Finance Minister Palaniappan Chidambaram said the banks would step in to help investors for margin calls.

Margins are part of the value of securities paid to brokers by investors before they purchase stocks.

When there is a depreciation in the value of stocks held in the name of investors, brokers seek more money or sell the shares to offset the depreciation in the value of securities.

The BSE index, which had slid more than 22 percent at Monday's low from an all-time high of 12,671.11 on May 11, retraced some of the losses to end 4.18 percent lower at 10,481.77.

The sharp correction was triggered last week by a sell-off in metals globally and sales by foreign funds concerned over rising interest rates and some earnings disappointments.

"All the bad news have come together," said Sashi Krishnan, chief executive at Cholamandalam Mutual Fund. "The metals crash, rising interest rates, tax issues and some earnings disappointments."

A proposal to tinker with the way stock trading has been taxed led to panic. But the government said that overseas funds would not be affected by the planned changes.

Quarterly earnings from India's top lender, State Bank of India, and the largest truck-maker Tata Motors Ltd. had also come in below analysts' expectations.

RISKS AND REWARDS

Fund managers said short-term risks to the Indian market included further forced sales to meet margin requirements, extended declines in global metals and a sell-off in emerging markets due to concerns over rising interest rates in the United States.

Other concerns are an expected increase in domestic fuel prices and the June-September monsoon, which is crucial to the performance of the farm sector that contributes a fourth of the gross domestic product.

Though the market had posted its biggest-ever one-day point loss at the day's low on Monday, many analysts believe the latest sell-off was due to the temporary mismatch between cash availability and the demand for margins.

"This was expected after what happened on Thursday and Friday," Chidambaram said. "Ample liquidity is there to meet margin calls."

"I still believe that, longer term, India offers attractive opportunities," said Antoine van Agtmael, president and chief investment officer at Emerging Markets Management LLC.

"The current correction is a very healthy one. Investors will find that painful, but for the longer term this is very healthy."

Rashesh Shah, chief executive at Edelweiss Capital, said, "it is near the bottom. The correction has got a bit stretched."

"...9,000 to 11,000 is a good range to have a re-look at the market for those who have been on the sidelines waiting to invest," Cholamandalam's Krishnan said.

News: Indian FM holds meeting on market situation

(PTI 22/05/2006) New Delhi - Finance Minister P Chidambaram on Monday held an emergency meeting with senior officials of his ministry to take stock of the situation on the stock market, which crashed by over 1,100 points in the morning.

The meeting was attended by Economic Affairs Secretary Ashok Jha, Chief Economic Advisor Ashok Lahiri and Joint Secretary (Capital Market) KP Krishnan.

Even as the ministry officials met, stock market authorities, including regulator SEBI and Reserve Bank of India, said they were watching the market movements closely.

Trading, which was suspended after the market hit the lower circuit, resumed and it recovered more than 60 per cent of the lost ground within a short time.

News: 'Indian business confidence index up 8%'

(BS 22/05/2006) New Delhi - Growth expectations for the current financial year have increased to over 8 per cent, reflecting a significant increase in business confidence compared with the scenario six months ago, the latest Confederation of Indian Industry outlook survey has said.
CII’s business confidence index (CII-BCI) at 69.3 was higher for April-September 2006 with an increase of 2.1 points, compared to the previous period of September 2005-March 2006.
The CII-BCI — constructed as a weighted average of the current situation index (CSI) and the expectations index (EI) — was significantly higher among non-manufacturing firms engaged in services compared with manufacturing firms.
The CSI, which compares current business conditions with the previous six months, has gained 1.6 points. This shows that a larger number of responding firms have appraised better current conditions for growth of the overall economy, the sector in which they operate and their individual company growth performance to be better, compared with the previous six months.
The EI that reflects the perceptions of the Indian industry with regards to performance of their company, sector and the Indian economy for the next six months is up by 2.3 points over the previous such survey. Non-manufacturing firms were more bullish about growth prospects compared with manufacturing firms on this scale as well.
The strong overall confidence is reflected in a similar trend for all the underlying components of the survey.
The survey said 88 per cent of the respondents plan to increase investments during April-September 2006. Capacity utilisation across the board has increased. About 75 per cent of the respondents have expressed confidence that capacity utilisation for April-September 2006 will be up to 100 per cent.
Yet another 25 per cent of the respondents expressed confidence that capacity utilisation will exceed 100 per cent.
The value of production is also expected to increase in the next six months. This was revealed by 81 per cent of the respondents. For 75 per cent of the respondents, production increased in the first half of 2005-06. Further increase in production is likely because of an expected increase in new orders.
The first half of 2006-07 is expected to be better in terms of an increase in new orders, as 83 per cent of the respondents expected new orders to increase in the next six months, while about 74 per cent of the respondents said new orders had increased in the second half of 2005-06.
Employment is also expected to increase in the second half of this financial year. This was expressed by 53 per cent of the respondents, who expected employment to increase during April-September 2006, while 50 per cent of them said employment had increased during the period September 2005-March 2006.
Regarding exports, 70 per cent of the respondents expressed confidence in exports expansion during April-September 2006. During October 2005-March 2006, about 55 per cent of the respondents said exports had increased.
However, 78 per cent of the respondents reported no reduction in procedural delays — a long-standing hurdle for exporters that raises transactions costs.

News: UB offers $752 mn for Taittinger

(BS 22/05/2006) Mumbai - Vijay Mallya-controlled UB Group has offered nearly £400 million for the acquisition of Taittinger, the world's sixth-largest champagne company.
Sources close to the development said the UB group had submitted its bid for the acquisition of the French champagne company last week.
Standard Chartered Bank is the advisor to the UB group for this deal. UB group officials declined to comment on the development.
Starwood Capital of the US, which had acquired Taittinger in July last year, recently put the champagne company on the block. Taittinger sells about 4.5 billion bottles of champagne and wine a year across the globe. Sources close to the deal said the UB group's bid was among the highest.
Other bidders include the Taittinger family, backed by Crédit Agricole; CVC Partners, the private equity group and Freixenet, the Spanish drinks group.
Sources said the deal would take two-three weeks to materialise. “The champagne business will be sold after the sale of Taittinger's Carneros vineyard in California. Bids for the estate were submitted in last week,” sources added.

News: AT&T to re-enter telecom in India

(BS 22/05/2006) Mumbai - AT&T Inc is planning to re-enter the Indian telecom market through a joint venture with Mahindra Air Services.
The venture, 74 per cent owned by AT&T Global Network and 26 per cent by the Indian partner, will offer Internet, international long-distance and national long-distance services.
The new company will be called AT&T Global Network Services India and AT&T will invest Rs 18.50 crore in the business initially as its equity contribution.
This will be AT&T’s second innings in the Indian telecom services market. AT&T Wireless had a 33 per cent stake in Idea Cellular Services along with the AV Birla Group and the Tata Group. The stake was sold in 2004.
As per the company's new plans, it will have a service mark agreement with AT&T Inc of the US to use the AT&T brand. The Indian company will pay a royalty fee of $5,000 initially and 4 per cent of the annual sales subsequently.
The new company will also offer services like global networking and broadband services, video multicasting and global scheduling.
According to government sources, the company has applied to the Foreign Investment Promotion Board (FIPB) for its permission to invest in the Indian telecom business.
As per the present policy, foreign direct investment upto 74 per cent is permitted in the business the company plans to enter. FDI upto 49 per cent is allowed in the telecom services through automatic route and upto 74 per cent with the permission of the FIPB.
In addition, the present policy also permits 100 per cent FDI in ISPs, without gateways, infrastructure service provider companies, electronic mail and voice mail services.

News: Profit pangs for India Inc

(BS 22/05/2006) Mumbai - Net profit growth at 4-year low in FY 06.
A drop in sales growth and rise in interest burden in 2005-06 have dented the net profit growth of India Inc.
A Business Standard Research Bureau study of 1,450 manufacturing companies, which have so far declared their results (both audited and un-audited) for 2005-06, has shown that the net profit growth reported by these companies is the lowest in the last four years.
These 1,450 companies have posted an aggregate net profit growth rate of 26 per cent from Rs 50,267 crore in 2004-05 to Rs 63,460 crore in 2005-06. A common sample of 1,354 (of the lot of 1,450) companies shows the highest net profit growth rate of 40 per cent was recorded in 2004-05.
In 2003-04, the growth rate was 39 per cent and in 2002-03, 36 per cent. In 2001-02, the sample of companies had posted a single-digit (3.69 per cent) growth rate in net profits.
These 1,450 companies account for 55 per cent of the total market capitalisation of the Bombay Stock Exchange (BSE). There are 2,700 actively traded stocks on the BSE.
Two significant aspects of their performance are a drop in sales revenue growth and a rise in interest cost. The total sales of these companies have grown 19 per cent to Rs 7,10,369 crore in 2005-06, against 21 per cent in 2004-05 (Rs 5,95,314 crore).
The aggregate interest burden of these companies rose 5 per cent at Rs 16,259 crore (Rs 15,497 crore) last year against a 3 per cent decline in interest cost in the previous year.
However, there is a drop in the growth of input cost. This cost rose by 17 per cent to Rs 3,72,185 crore in 2005-06 against 27 per cent (Rs 3,17,020 crore) in 2004-05.
The operating profit margin (OPM) of these firms, a parameter of efficiency, declined during the fiscal. The OPM fell by 30 basis points to 17.60 per cent in 2005-06 from 17.90 per cent in 2004-05. One basis point is one hundredth of a percentage point.
Their gross profit margin (GPM) has remained virtually unchanged at 15.31 per cent in 2005-06 against 15.30 per cent in 2004-05, but the net profit margin (NPM) rose almost 50 basis points from 8.44 per cent last year, to 8.93 per cent during the current financial year.
Refineries, oil and gas, packaging, entertainment and the forgings sector are the worst performers, reporting over a 20 per cent a drop in net profits during the fiscal.
On the other hand, constructions, non-ferrous metals, cement, steel, bearings, hotels, automobiles tractors, paper and cotton textiles have put up a good show, recording over 100 per cent growth in net profits.
Among other profitable sectors, pharmaceuticals, power, tea and coffee, mining, print media and food processing companies have reported 50-100 per cent bottomline growth.
Information technology, personal care products, engineering, sugar, shipping and paint industry have posted net profit growth rate of 20-40 per cent during the year.
Among individual companies, Grasim Industries, JSW Steel, Jindal Stainless, MTNL, Kochi Refineries, Bongaigaon Refinery, Biocon, Arvind Mills and BPCL reported fall in net profits during the fiscal.
On the other hand, net profits of Hindustan Zinc, NMDC,Suzlon Energy, Jaiprakash Associates, Eicher Motors, Lupin, Varun Shipping and Kirloskar Brothers have more than doubled in 2005-06.

News: 300% increase in FDI to India from Singapore

(PTI 22/05/2006) Chennai - India was expecting a 300 per cent increase in its foreign direct investment from Singapore in the first year of implementation of the Comprehensive Economic Cooperation Agreement (CECA), which was cleared by the Union Cabinet in June 2005, a top CII state official said today.

The signing of the CECA has paved the way for increased economic activity between the two countries said R Ramaraj, Vice Chairman, Tamil Nadu State Council, CII and Managing Director and CEO, Sify Ltd, at a special session here with the High level delegation from the Singapore Chinese Chamber of Commerce and Industry(SCCCI) and Singapore Indian Chamber of Commerce and Industry (SICCI).

"It is envisaged that by 2010, the two way trade between the two countries will cross USD 50 billion," he said.

Singapore will probably turnout to be Indias Hong Kong and there could be a shift in FDI from Mauritius to Singapore, he said.

Ajit Singh, Consul General Designate, Consulate General of the Republic of Singapore, said Singapore businesses have been expanding their operations in Tamil Nadu and also elsewhere within India.

India was Singapores fastest growing trade partner among major economies, outstripping even China, he said.

N Kumar, former CII President, said the bilateral trade between the two countries grew by 52.24 per cent in 2005.

"Singapore has maintained its position since last year as Indias largest export partner. Indias imports from Singapore were worth USD 2.58 billion, having grown by 23.94 per cent since last year," he said.

This is the largest delegation from Singapore to visit the country. Almost 56 representatives from various verticals in Singapore are part of the delegation.

Earlier in the day, the delegation met Chief Minister, M Karunanidhi, who had said that the investment framework would be transparent and friendly, M Rajaram, Chairman, SICCI, said.

News: Thomas Cook India plans acquisition-led growth

(RTR 22/05/2006) Mumbai - Thomas Cook India Ltd. has drawn up an acquisition-led growth plan involving retail expansion and a spreading of business risk beyond forex and travel services, the company's new managing director said.

The company expected its 2007 revenue to grow 20-30 per cent over 2006, when it would have an extended 14-month accounting period, Madhavan Menon, who took over the top job last month, told Reuters on Monday.

"We will not achieve the growth targets we are looking at just through organic growth," Menon said. "So, clearly acquisitions are the route."

Thomas Cook would also raise debt to fund acquisitions in the current business lines of the company, he said.

"We have an unleveraged balance sheet, we need to leverage our balance sheet and grow," Menon remarked.

The company, whose foreign exchange business is complemented by corporate and holiday travel business and a clutch of smaller segments such as cargo and travel insurance, would work to mitigate risk from volatility in travel and currency, he said.

"I intend to diversify my risk across three businesses rather than as it is today", he said adding the company's earnings in the February-April 2005 quarter was hit as people cancelled their travel plans after the December 2004 Indian ocean tsunami.

Thomas Cook reported revenue of Rs 131 crore and net profit of Rs 26.9 cr in the year ended October 2005.

The company derives more than half of its revenue from forex and handles $1 billion in currency each year.

"Ultimately the idea is to build robust streams across the three businesses and make sure they are dependent as well as independent."

The insurance-selling operation had seen a gross profit growth of 80-100 per cent over the last two years and the company was considering expanding in non-life insurance area, Menon said.

Thomas Cook is developing its 60 branches into uniform outlets, providing all services. All of the outlets deal in foreign exchange. 7-8 are now in the new format.

The company would add another 90 stores through organic or inorganic growth in the next three years, Menon said.

"I want to be a one-stop-shop for all the customer's travel and travel related services," he said.

Dubai Financial LLC, a subsidiary of Dubai Investment Group, acquired 60 per cent in Thomas Cook India in December and mopped up another 8 per cent through an open offer.

Thomas Cook shares fell 7.15 per cent to Rs 580.05 in a weak Mumbai market.

News: Sensex bounces back after 1,100 points crash

(DNA 22/05/2006) Mumbai - The BSE Sensex made a sharp bounce-back of 800 points after 1,100 points crash in the morning and was trading at 10,666, down by just 271 points, at 1338 hrs.

Earlier, the markets crashed this morning falling by more than 1,100 points to below 10,000 level on panic selling, induced by margin pressure.


The benchmark index of the Bombay Stock Exchange (BSE) crashed to a low of 9,827, dipping by 1,112 points, which led to suspension of trade.


The trading was suspended for one hour and resumed at 1300 hrs, leading to a bounce back by more than 500 points and the Sensex climbed back above the 10,000 level at around 1315 hrs.


The National Stock Exchange (NSE) S&P CNX Nifty index fell by 350 points to a low of 2,896. However, it came back sharply, too, to 3,161 points, but was still down by 85 points, at 1338 hrs.


Taking advantage of the situation, many mutual funds were also seen buying stocks at cheaper rates, an analyst said.


Life Insurance Corporation of India was also buying at this opportune moment.


Earlier,
trading was suspended in the stock market on Monday, with Sensex crashing by 1,100 points as traders and investors were gripped by panic.

Facing an unprecedented situation and the sharpest ever fall, stock market authorities suspended trading for an hour, first time after May 17, 2004.

The crash followed a statement by Central Board of Direct Taxes seeking to dispel suggestions that its draft circular was ambiguous.

The worst ever crash coincided with the second year anniversary of the Congress-led UPA government.

Just before trading was suspended, the BSE Sensex was quoting at 9,826.91 while the NSE Nifty was at 2,896.45.

The market had opened strongly, recording over 200 points increase, but the slide started within minutes coinciding with CBDT statement thrashing media reports that investors would have to live at the mercy of the tax officials.

It was quoting at 10,274.66 at 1130 hrs.

While rejecting suggestions that the draft circular was ambiguous, the CBDT statement said: "Whether a person purchasing or selling shares/securities is a trader or an investor remains a question of fact.

"The assessing officer would have to take note of the totality of the facts and circumstances before reaching a conclusion," it said.

The benchmark Sensex has lost more than 2,000 points in the last few trading session, including today, following eruption of a controversy on taxation circular put out by CBDT.

The National Stock Exchange Nifty was down about 180 points at 3065.20.

News: Will common interests harm the Ambanis?

(TNN 22/05/2006) Mumbai - The paths of Anil Ambani-controlled ADAG group and Mukesh Ambani’s Reliance Industries (RIL) seem to be intersecting more often. The overlap is especially visible in the energy sector, where both brothers are trying to tie up with the same partners for business.

One example is Anil Ambani’s plan to bid for the latest round of NELP (new exploration and licencing policy). RIL has traditionally been a very bullish player in NELP and had won its Krishna-Godavari blocks after aggressive bidding about four years ago. The company has ambitions of being a global player in the upstream oil and gas production business.

RIL chairman Mukesh Ambani has recently said that the exploration and production business has the potential to be RIL’s biggest business in the future. The company will begin full-year gas production from the Krishna-Godavari basin from the fiscal ending March 31, ‘10, after spending Rs 17,600 crore ($4.1bn) in the next few years.

For the Anil Ambani group, the interest in oil and gas is in the linkage to power production. ‘From well-head to wall-socket’ was the famous motto of Reliance Industries, before the two brothers parted ways.


The Anil Ambani group has huge interests in the power business and is obviously looking for a fuel source. However, NELP exploration could yield oil as well as gas. Both RIL and ADAG sources refused to comment on the issue.

Another area where both companies are actively interested is city gas distribution. RIL has already stated its intention to invest in setting up a world-class gas distribution network in eight major cluster hubs in states through which the gas pipeline evacuating its K-G basin gas will pass. According to the earlier agreement between the two brothers, city gas distribution in Mumbai and Delhi was supposed to be reserved for the Anil Ambani group.

In the financial services business, Anand Jain — a close business associate of the senior Ambani — recently garnered Rs 5,000 crore through a new realty fund. The financial services sector, catered to by Reliance Capital, was earlier thought to be Anil Ambani’s exclusive domain. The overlapping of business interests is apparent in a host of other businesses as both groups scramble to grab new opportunities.

Earlier, there was also a disagreement on the status of airport projects. The boards of the four Anil Dhirubhai Ambani group companies had in February identified deviations from the agreed position on the non-compete agreements. The previously agreed position was that the business relating to airports and airports infrastructure was exclusively reserved for Reliance-ADAG, without any exceptions.

However, the subsequent agreement with RIL, stated that RIL can enter the business of airports and airports infrastructure — which is claimed to be incidental/integral or necessary for any of its businesses, or, where ADAG has not been successful in privatisation of airports. The Supreme Court hearing on the airport privatisation case is scheduled for June 1, though the government has already handed over the Mumbai and Delhi airports to other private players.

News: Indo-Asean FTA set for Jan takeoff

(TNN 22/05/2006) New Delhi - Here is the final word on the Indo-Asean free trade agreement (FTA) — bigger than any other trade pact that India has entered into so far.

With the controversy over impact of liberal imports on the Indian farmers and the domestic industry ebbing out, the Prime Minister’s Trade and Economic Relations Committee (TERC) has given the green light for implementation of the FTA with Asean from the beginning of ‘07.


The negative list of items which are not covered under duty concessions resulting from the pact would be reduced to 850 as compared to 1,414 originally proposed by India.


To protect farmers from import competition — an issue highlighted by Congress president Sonia Gandhi — it has been decided to impose tariff-rated quotas (TRQs) for import of palm oil from Malaysia and Indonesia; tea, coffee and pepper from Vietnam; and some manufactured goods from Thailand.


Following TERC’s decision to go ahead with implementation of the FTA from January ‘07, the agriculture ministry and the commerce department have been asked to work out TRQs for the identified items. It is understood that the quota ceilings for these commodities would be finalised in a couple of months.


There was strong pressure from Malaysia and Singapore to prune the negative list, highly-placed government sources said.


The TERC was of the view that not implementing the FTA would lead India to miss the bus on the proposed Pan-Asian Economic Community which also includes a common currency for the Asian region.


Apart from the 850 items on the negative list, all other items would be eligible for concessional import duty in India.


The TERC discussed all issues related to the Asean FTA at a meeting earlier this month and the conclusion was that dynamic effects of increased trade ‘outweigh’ micro considerations like notional revenue loss and impact on domestic industry and farmers due to increased competition.


The observation of the committee was in response to the finance ministry’s view that the estimated revenue loss would be Rs 1,400 crore in the case of palm oil alone even if TRQs are imposed and the reduction in duty is only 50%. India imports more than 5m tonnes of edible oil and the bulk of it comes from Malaysia and Indonesia.


On the domestic industry’s concern that duty concessions to Asean members may result in inverted duty on certain items, TERC has said that such issues should be looked into by the committee set up under Planning Commission member Anwarul Hoda.


The domestic industry is keen to ensure that effective customs duty on raw materials is higher than that of finished goods. While the primary concern over impact on imports from Asean is focused on agri products, India Inc is worried about imports from Thailand and the possibility of Chinese goods entering the country through Asean nations.


Initially, there were suggestions that sensitive items like palm oil, tea, coffee, rubber and pepper should be kept out of the Asean FTA. However, the TERC has recommended their inclusion in the pact since the key criteria of coverage of 80% trade would not be met if these items were kept out.


The framework agreement for India-Asean FTA envisages that tariff concessions should cover at least 80% of the trade between the two sides.


The TERC’s recommendations have cleared all doubts over the Asean FTA, the officials said. Doubts had arisen over implementation of the pact in view of the apprehensions over the impact on domestic industry and farmers.


Congress president Sonia Gandhi had also written to Prime Minister Manmohan Singh about the ramifications of FTA, particularly the proposed pact with Asean, on farmers. The Congress chief had called for safeguards which are being put in place now.

News: Expats too sing the retail desi tune

(BL 21/05/2006) Bangalore - It's not just Indians who are singing the new desi tune, but also scores of foreigners who are writing the notes for the Great Indian Retail Story.

The country is now playing host to scores of expats from key markets known for big format retail experience. Says Mr K. Sudarshan, Managing Partner, EMA Partners International, an executive search firm, "Expat hiring for mall management is definitely a trend. We need subject matter expertise from these countries, and they love to come here because it is an added dimension to their profile." Most of the hiring is obviously happening from proximal markets such as Malaysia, South Africa, Singapore, the UAE and other West Asian countries. For instance, Clarendon Parker Asia, a Dubai-based search firm, which recently launched its services in the country, has placed a top Filipino executive for an Indian retail giant. Shopper's Stop has hired Mr Andrew Levermore, a South African, as CEO for HyperCity, its hypermarket chain in the country. In fact, EMA Partners has set up `retail desks' in its offices in South Africa, Malaysia and Singapore to hire both Indians and non-Indians for the country's retail sector.

Mr Virendra Rastogi, Managing Director, Clarendon Parker, says that even Sri Lankans, Pakistanis and Egyptians have shown interest in an Indian professional stint.

Mr Sudarshan says that mall management companies in the country are also on the lookout for `recently retired' people from giants such as Tesco, Debenhams and Carrefour. "They will be hired as transition CEOs for 3-4 years. Generally they have shadow teams who take over from them in a couple of years." And with a compensation of $120,000-150,000 per annum, these CEOs do not need persuading to take up the offer.

What is interesting is that these expats have generally grown from the ranks and usually do not sport fancy B-school tags. But they are subject matter experts in mall management.

Sunday, May 21, 2006

News: Mallya in bid for South African winery

(DNA 21/05/2006) Bangalore - Seems like it’s acquisition season for Vijay Mallya. The King of Good Times is in advanced stages of buying out a winery in South Africa — even as he has made a $767 million -- or €600 million -- bid for French liquor major Champagne Taittinger.

Sources in the UB group said the acquisition in South Africa is not as big as that in Taittinger, but it would easily be close to around $100 million, which is modest spend by Mallya’s standards.

The deal, sources say is expected to give UB group a substantial foothold in the Indian wine market, which is currently growing at around 25-30%.

Sources close to Mallya said these acquisition moves were being made to get the first mover advantage in the global market, which is going through a process of consolidation.

“He wants to be ahead in the takeover race. There would be very few companies left for acquisition, if he does not make his move now,” said the sources.

“The UB Group is pursuing significant international acquisitions in the spirits business,” is all Mallya told DNA Money, when contacted.

With these global buyouts, UB group, which controls over 60% of the Indian spirit and beer market, would be making its foray into the champagne and wine segment. Currently, Sula Vineyards is the fastest growing premium wine producer in the country, which manufactures around 11 lakh bottles annually. This year, it is planning to raise it production to 15 lakh.

News: Tatas still on retail recce, look for foreign brands

(DNA 21/05/2006) New Delhi - The Tata Group appears keen on carving out a niche for itself in the retail space. Which is perhaps why despite having a dedicated retail arm, Trent Ltd, the Group is going ahead with plans to begin a parallel retailing business under a different company. In fact, sources say that Trent - which has Noel Tata at the helm of affairs - will have nothing to do with the Group’s impending retail foray. To begin with, the Tatas are partnering with Australian major Woolworths for starting a consumer durables retail network.

Trent currently operates three retail formats - apparel chain Westside, bookstore chain Landmark and hypermarket Star Indian Bazaar. Sources say that the parallel retail foray of the Tata Group will most likely avoid these existing formats and instead look for foreign brands that want to establish a base in India. In fact, the Tatas are believed to be in dialogue with several other international majors to launch their brands in India besides Woolworths. Industry sources say Home Depot, the US-based do-it-yourself home hardware store and UK-based consumer electronics chain Dixons, are among the foreign retailers in talks with the Tatas for their Indian foray.

When contacted, a Tata Group spokesperson declined to comment on any retail plans. However, in an e-mail response, a Woolworths spokesperson said: “Woolworths is working with Tata to establish Dick Smith Electronic stores in the country. We are in the final stages of planning and intend on opening our first DSE store in India in the near future.”

While Woolworths will provide the backend support such as sourcing consumer electronics items from brands in India, the Tatas will handle the retailing aspect. The first Dick Smith Store, spread over 15,000-20,000 sq ft space in Pune, is expected to open by September, followed by 3-4 stores in other metros.

For now, consumer durable retailing is fragmented with local retailers like Vijay Sales and Viveks in the South. However, the Tatas will have enough competition, since Reliance Industries and Big Bazaar are also set to enter consumer durables retailing. Big Bazaar is believed to be readying stores spread over 20,000 sq ft across 25 locations.

News: Indian FM rules out reintroducing capital gains tax

(PTI 21/05/2006) New Delhi - After a nearly 1,300-point fall in the key stock market index, Finance Minister P Chidambaram on Saturday ruled out reintroducing long-term capital gains tax on equity transactions or unilaterally reviewing the double tax avoidance treaty with Mauritius.

"There is no intention to reintroduce long-term capital gains tax on securities traded on the stock market... The issue of Double Taxation Avoidance Agreement has been debated threadbare. Due to host of economic, political and diplomatic reasons, the treaty cannot be reviewed unilaterally," he told a news conference in New Delhi.

The bear run in the market was partially due to heavy selling by Foreign Institutional Investors on fears that the Central Board of Direct Taxes may levy higher tax from them.

The FII withdrawal had prompted the Finance Minister to clarify that no FIIs would be taxed and the fears were based on "uninformed reporting."

Following FIIs' pull out, the CPI(M) had demanded that the government reintroduce long-term capital gains and dividend tax, apart from reviewing the DTAA with Mauritius, which was being increasingly used by FIIs for avoiding tax.

Chidambaram's response came in the backdrop of CPI(M)'s demand.

He also allayed apprehensions about the economy, saying economic fundamentals were very strong and it did not undergo any change recently.

"The foreign exchange reserves were at $163 billion, inflation reined in below four per cent for several weeks, manufacturing sector is growing at over nine per cent and monsoon has set in, which is expected to be good," he said.

The markets had tanked nearly 1,300 points on Thursday and Friday, as panicky investors joined FIIs in selling activity.

The Finance Minister said the stock markets go beyond Sensex stocks. "In the last four trading sessions, 420 stocks have risen adding more than Rs 5,200 crore to their market capitalisation".

He said FIIs influence 10 per cent of volumes in derivatives market and 10 per cent of volumes in cash market.

"FIIs play a significant role in India like in any other market. I believe mutual funds also play an equally important role," Chidambaram said.

The Minister also said: "India growth story continues to be a growth story. It goes beyond stock markets and includes agriculture, services and manufacturing".

News: Fillip for new Indian airports

(TT 21/05/2006) New Delhi - The government is likely to relax the current norm of not allowing two airports within a radius of 150 km. If this happens, it will benefit metros like Delhi, Calcutta and Mumbai, which are planning to have a second airport.

Civil aviation secretary Ajay Prasad said at the chief secretaries conference today that the stringent norm was being reviewed in order to relax this restriction in the new civil aviation policy that would be announced soon.

Prasad made the disclosure in response to a question raised by a senior Haryana government official on whether the government had any plans to ease this norm in view of the “international experience” in this regard.

Prasad said the Centre was planning to set up three airports in the Northeast that would be able to handle 50-seater turbo prop planes. These airports would come up in Sikkim, Nagaland and Arunachal Pradesh.

The long-awaited civil aviation policy is likely to come up before the cabinet soon. Among other things, the policy envisages setting up an independent civil aviation regulator. The policy will also set the norms for mergers and acquisitions.

The policy also wants to retain the current ceiling on foreign direct investments, though the finance ministry wants it to raise the ceiling and allow foreign airlines to hold equity in domestic airlines.

The civil aviation regulator will set standards for the entire sector, issue licences to operators and personnel, regulate tariff, punish those who violate standards and ensure that there are no unfair trade practices and abuse of market dominance.

A comprehensive aviation law will be framed to replace the existing acts on aviation and security, which will legally establish the regulator.

The draft policy will also have a section on mergers and acquisitions in aviation, which will allow 100 per cent transfer of aircraft, flight rights and parking bays on payment of transfer fees.

It will, however, not allow, ‘grandfathering’ of these rights. This means these rights and slots cannot be on sold to another airline before or after the merger.

The civil aviation policy will, however, not push for relaxing FDI cap in domestic airlines.

The civil aviation ministry wants the current FDI cap of 40 per cent and ban on foreign airlines from owning stakes in domestic airlines to remain. However, the finance ministry, backed by the Planning Commission and the PMO, wants the Naresh Chandra committee recommendations of allowing foreign airlines to pick up limited stakes in local airlines to be accepted.

News: 'Poor infrastructure costing India growth'

(RTR 21/05/2006) New Delhi - The economy is losing 1.5-2.0 percent in growth annually due to the poor state of the country's infrastructure, Finance Minister Palaniappan Chidambaram said on Saturday.

Foreign firms often cite rickety infrastructure as the biggest challenge to doing business in India, Asia's third-largest economy, and analysts say its congested ports and poor roads are a major obstacle to it achieving double-digit economic expansion.

"The infrastructure gap is costing India 1.5-2.0 percent in gross domestic product growth annually," Chidambaram told a conference of state government officials.

India has grown at an average clip of 8 percent in the past three years, estimating GDP expansion at 8.1 percent for the 2005/06 financial year which ended in March.

The government wants to raise that rate to 10 percent by building better highways, airports and power supplies and Prime Minister Manmohan Singh has said the country needs investment of $150 billion in the next few years to do so.

Chidambaram urged state governments to tap the private sector for infrastructure projects but said the process had to be transparent.

"From bidding to tax concessions, there must be complete transparency. Only then will investors come in," he said.

News: 'India business confidence up on growth optimism'

(RTR 21/05/2006) New Delhi - Expectations of more than 8 percent GDP growth and higher exports this financial year raised confidence among Indian businesses for first half to September 2006, a survey by the Confederation of Indian Industry (CII) showed.

The CII survey of 254 companies released on Sunday showed the main business confidence index rose to 69.3 points for April-September 2006 from the September-March 2005/06 level of 67.2 points.

A score above 50 indicates "positive confidence" while a score above 75 would indicate "strong positive confidence", the industry lobby group said in a statement.

The higher confidence level revealed in the 65th survey of the country's largest industry lobby group, published every six months, comes despite expectations of an increase in input costs that may put pressure on profit margins.

"Prices of raw materials have increased in the past six months. The prices are expected to increase in the next six months also. There is a likelihood of pressure on margins especially in (the) manufacturing sector," the CII survey said.

Prices of key industrial inputs like furnace oil and metal prices have surged in the past few months, but the Indian government has held back from raising retail fuel prices.

The federal government is now discussing whether to raise fuel prices -- or cut duties -- to stem the losses of state-run oil firms.

The CII survey showed the expectations index, which reflects firms' outlook for the next six months, also increased to 70.8 points for April-September 2006, from 68.5 points in the previous half.

CII's current conditions index also increased to 66.3 points from 64.7 points as most respondents expect the Indian economy to grow by more than 8 percent in 2006/07.

The survey showed 88 percent of respondents willing to make additional investments during 2006/07. About 57 percent of them expects 75-100 percent capacity utilisation during first half of 2006/07.

Indian businessmen also expect higher exports although 83 percent of respondents complained of procedural delays that were raising transaction costs.

News: Tourist outflow from India has doubled

(PTI 21/05/2006) Kolkata - Tourist outflow from India to Singapore, Thailand, Hong Kong, China, USA, Malaysia, Sri Lanka, Nepal, Bangladesh and Australia has doubled in the last three years.

There would be 6.9 million outbound tourists from India by 2006 with the growth set to expand at 5.7 per cent annually, managing director of escorted tour company 'Globus and Cosmos' Gouri Jayaram told the regional conference of the Travel Agents Association of India (TAAI) yesterday.

Tourist in India which had declined in the recent past due to terrorism, increase in fuel prices, health hazards including bird flu and unpredictable natural disasters, Jayaram said had bounced back because of the 30 crore affluent middle class people living in the country and the growing number of low cost airlines.

The growth rate could be accelerated with modernisation of airports and improved services by travel agencies, she said.

She also said that over 11 million tourists arrived in the Asia Pacific region last year and the figure was bound to rise. By 2020 there would be about 17 million outbound tourists from South Asia.

Tourist growth in the Asia Pacific region, she said, was envisaged at nine per cent against world tourism at the rate of four to five per cent in 2006.

She said that only 16 per cent of the total growth was focussed in business tourism against a spectacular growth in leisure tourism.

PATA, she said, had predicted a major growth in the Asia Pacific region during 2005-2007.

News: Global brands rushing to groom Indians

(PTI 21/05/2006) New Delhi - With Indians seeking newer products and services as they move up the wealth ladder, up market global brands like Nautica and New Balance are entering the country to cash in on the opportunity.

The global companies are playing on the psyche of the brand-conscious modern Indian, who has no qualms spending a fortune on overhauling the wardrobe.

Though the market is already teeming with international brands, new entrants are dime a dozen, given the Rs 500 crore market for the premium grooming segment.

Estimates suggest that this market is growing by 45-50 per cent annually. The apparel segment alone is expected to grow to Rs 300 crore in the next three years.

In May so far, two new players - New Balance shoes and lifestyle major Nautica - announced plans to set up shop here.

Nautica, for instance would pump in Rs 30 crore in the next three years to set up 12 stores across India.

"Getting the Nautica brand in India would be a step closer for us in bringing world class brands here," said Darshan Mehta, President of Arvind Brands Ltd, which would retail Nautica in India.

Nautica would offer its exclusive range of men's and women's apparel and accessories and would soon launch its women's sportswear and home collection in India.

Besides for the fitness freak, US footwear company New Balance has just the right 'walking and running shoe'.

"With fitness mania gripping the country, we estimate a good market for running and walking shoes in India," New Balance Asia Head Darren Tucker said, adding his company plans to open 50 exclusive outlets in the country by 2008.

News: DLF to invest Rs 1,00,000 cr

(PTI 21/05/2006) New Delhi - Real Estate major DLF Universal may invest over Rs 1,00,000 crore in next seven to 10 years in both its existing and new business ventures.

As per available information, bulk of these investments would be made in the three new businesses -- hospitality, SEZs and infrastructure. In each of these businesses, the Group, which is coming with a mega IPO in next couple of weeks, would take leading global players as partners.

"We are in the business of real estate development including residential, commercial and retail properties, and we intend to diversify into new businesses such as hotels, SEZs and infrastructure," DLF said in a draft prospectus submitted the market regulator SEBI.

In the core sector of the business like house, offices and shops and other purely real estate development, the company will be go on its own, but in new businesses, DLF is planning to enter into partnership for each category.

According to sources in the know, the new business would have an investment of up to Rs 60,000 crore and DLF would have majority stake of 51 per cent or more in the partnerships.

Although the company has begun looking for partners for each new business, sources declined to divulge details. In the hospitality business, DLF has tied up with global hotel chain Hilton.

The company is also talking to various other global brands like Four Seasons and Peninsula for luxury hotel segment, sources said.

News: Now realty takes space in Indian ad mkt

(TNN 21/05/2006) New Delhi - Struck by the number of real estate ads vying for your attention in the newspapers and even on TV and radio? Real estate is, in fact, now a major driving force in the advertisement market — the sector’s ad spends have gone up to Rs 12,051 cr in 2005 from Rs 9,232 cr in 2003, contributing over 11% to overall ad revenue in 2005, as compared to 7% in 2004.

Says K V Sridhar, national creative director, Leo Burnett: ”The kind of branding and marketing exercises that we are now seeing in the real estate sector is unprecedented. Not only are ad spends increasing, but the sector is becoming much more corporatised and organised.”

Buyers are getting brand conscious too, what with the target audience for property developers shifting to 25-30 year olds. “What’s more they are now selling lifestyles rather than mere properties. And though the marketing and branding exercises are at a local level now, the next step for developers will be to compete at a national level.”

In the last three years, the sector has witnessed 25%-30% CAGR in market volumes, with approximately 24 million sq ft of new commercial estate market being absorbed in 2005, equalling a capitalisation of Rs 6,600 cr.

Says Siddhartha Mukherjee, director, TAM Media Research: ”With consumers getting more brand conscious, developers are increasing their expenditure on advertising and even tapping different media like the internet and radio.

Since action is at a localised level, radio spends have been increasing. As developers move from their current domain to the national level, this sector will continue to generate increasing ad revenues.”

The increase in activity in this segment can also be attributed to the governments green signal to 100% FDI under the automatic route. Says Sanjay Chandra, MD, Unitech Group: ”With FDI opening up, Indian developers have the opportunity to work on largescale projects which require a lot of awareness and publicity.

In the past, the availability of capital in real estate was restricted — now with lots of funds being generated by this sector it is bound to have its effect on other sectors also.”

Agrees Harish Bijoor, marketing expert and consultant: “There is a paradigm shift from commodity selling to brand selling in the real estate segment which was missing earlier. Marketing is not only revving up in the segment, but is also becoming focused.”

Saturday, May 20, 2006

News: 'Indians can emerge as global traders'

(FE 20/05/2006) Mumbai - India is set to emerge as the most trading savvy nation in the commodities arena compared to its other Asian peers in the near future. Language skill in English is expected to be the driver just as it did for the information technology and software industry in the nineties.

“I see a huge potential in India for both its domestic and global markets. Indians have a knack for trading and wide spread knowledge of English can actually aid boost trading,” Charles Farra, managing director, Business Development-Asia Pacific, Chicago Board of Trade (CBOT) told FE on the sidelines of a presentation organised by Kotak Commodity Services.

The 158 year-old CBOT that has gained a market share of 40% in the US market is extending its reach to various countries. The volumes on the exchange jumped after it introduced e-CBOT in October 2005, the 22 hour electronic platform for futures trading.

Mr Farra is in India to encourage the country’s trading community to trade on CBOT which is providing a diverse mix of financial, equity and commodity futures and options-on-futures products.

Agreeing on the fact that Indians were trading savvy, Suresh Kotak, chairman of Kotak Commodities stated that he too earlier used to trade on US markets for cotton and Brazilian markets for castor.

Indians have been trading on overseas commodities markets using different channels to hedge risk in absence of domestic facility till 2003. However, on reports of unofficial trading on foreign exchanges from India, commodities market regulator Forward Markets Commission (FMC) reiterated that such trading was illegal unless approved by the government of India.

Investors, companies or institutions wishing to trade on overseas exchanges have to get Reserve Bank of India (RBI) approval. Though, individuals can invest upto $25,000 under the liberal forex provision.

Meanwhile, CBOT announced that its 100% electronically traded precious metals complex set an all-time high, as volume reached 1,02,237 contracts at the close of trading on Thursday. The previous record, 1,00,589 contracts, was reached on May 11, 2006.

In addition, for the second time this week, the exchange set a new record for total open interest. The new open interest record 1,70,13,590 contracts, tops the earlier record of 1,68,41,302 contracts set on Monday, May 15.

The CBOT’s gold futures complex set a new volume record of 90,021 contracts, a 10% rise compared with the old record of 81,797 contracts set May 11, 2006. Volume in the CBOT full-sized gold (100 oz) futures increased 11%, climbing to 62,003 contracts on May 11.

News: VF Corp unit eyes 10% of Indian premium mkt

(RTR 20/05/2006) New Delhi - A unit of apparel firm VF Corp, which owns lifestyle brands such as Nautica, plans to win a tenth of India's booming premium apparel market as it opens huge stores in Asia's third largest economy, it said on Friday.

"India is the next frontier of growth," Denise Seegal, president of the wholly-owned subsidiary VF Sportswear Inc., told Reuters in an interview.

A fast expanding economy, dual incomes and rising aspirations are fanning 50 percent annual growth in India's 0 million premium clothing and accessories market, where almost half the sales are apparel.

A growing middle-class, estimated at more than 200 million, is the target audience for dozens of global brands faced with tepid demand in many western markets.

"We are looking at a 10 percent market share in 3 years. India is just beginning the same growth cycle that China began 10 years ago," Seegal said.

The Nautica brand would invest about 300 million rupees (.5 million) in India over three years, she said, opening 12 stores in seven cities selling Nautica products such as sportswear, tailored clothing, eyewear and accessories.

India allows foreign chains selling single brands to own up to 51 percent of their local joint ventures. They cannot set up wholly-owned retail formats and have to use franchisees to tap growing demand.

VF Corp is partnering Arvind Brands Ltd. part of the textile group led by denim maker Arvind Mills Ltd.

VF Corp's portfolio includes Lee, Wrangler, Vanity Fair, Lily of France, Bestform bras and other lingerie. VF Corp has 122 shops in China, mostly 500 square feet each.

"Shanghai and Beijing are much further developed (than India) in the retail scene," she said. But Seegal added the India strategy would be different and stores here would be large. The company opened its largest single brand store, 6,800 square feet, in Bangalore, India's silicon valley, on Thursday.

Another 3,700 square feet of space opens in an up-market tony shopping area in New Delhi, the capital, on Saturday.

Seegal declined to say what percentage of global sales were expected from India, but said 15 percent of billion retail sales came from outside the United States in 2005.

Many global brands, especially in apparels, follow a twin pricing strategy in India, selling clothes at a discount to woo first time customers and build brand awareness.

But Darshan Mehta, president of Arvind Brands, said Nautica would maintain its premium image in India and clothes will retail at "New York prices". "The premium consumer is not looking to buy last season's product at a lower price," he said.

He said Nautica's core audience was about one million households with an annual income of 4 million rupees growing at 30 percent a year, adding another 4 million households earning more than 1 million rupees annually was the aspirational segment. "This next layer is also coming up very fast," he said.

News: Caribbean executives endorse economic initiatives

(PL 20/05/2006) Kingston - Executives from the Caribbean Development Bank put forward mechanisms to prevent a drop of profits and promote the sustainable economic development of the region, during the 36th Annual Meeting of this financial institution.

The two-day meeting, held at Jamaican Montego Bay resort, gave the current situation of finances in the region a priority for discussion.

According to figures, only five Caribbean countries reported a financial increase in 2005, while the rest of the countries in the region did not raise their profits compared to 2004.

However, the president of the CDB, Compton Bourne, warned there are several opportunities despite the structural changes in the commercial relations between the Caribbean and Europe.

An important point to start off is admitting the potential of our regional markets, as well as the sort of joint ventures in the tourism field, added Bourne.

Among the proposed initiatives to boost the economic increase highlight the modernization of the viable companies and the recovery of firms.

News: Indian food retailers bet on bigger stores

(IBN 20/05/2006) Mumbai - Twenty minutes before the doors open at HyperCity, suburban Mumbai's new hypermarket, a long line of shoppers wait restlessly while employees stock shelves with everything from fruit to decorative fountains.

First-time visitor Mariam Ghoghawalla said she had only come to see the store, but added she was open to buying "something small".

HyperCity, owned by K Raheja group and sprawling across 120,000 square feet, is symbolic of major Indian retailers' efforts to expand their meagre slice of the market.

Other firms including Pantaloon Retail and Trent are also setting up more hypermarkets, targeting economies of scale and bigger profit margins on non-food items.

India's major retailers have an annual turnover of an estimated $7 billion, but that only accounts for 3 per cent of the overall retail market, compared with 20 per cent in China and 40 per cent in Thailand.

The Raheja group, which also owns part of department store chain Shopper's Stop, plans to open six to eight more hypermarkets over the next 18 months.

The group has seen some encouraging signs at HyperCity.

"The response to the packed fruits and vegetables was an education for us," said Chief Executive Andrew Levermore.

"We were led to believe Indian women wouldn't buy them if they couldn't touch and feel them, but we can't keep up: we're replenishing these shelves at least eight times a day."

Still, the big retailers face a number of hurdles.

The rising cost of real estate and scarcity of large plots of land in big cities pose a challenge, while poor roads and transportation are a deterrent to development in the suburbs.

"Convenience and proximity are very important to the Indian shopper. Even those who have a car don't want to spend hours to get to a store," said Anil Rajpal at consultancy KSA-Technopak.

"The Indian consumer is also quite pampered. We can call and have groceries delivered at our door and get even very small packs, which hypermarkets would find difficult to do," he said.

Furthermore, competition is heating up, with regional retailers such as RPG Group's Spencer's, Subhiksha and Nilgiri's looking to expand beyond their bases in the south as supply chains and distribution improve and investor interest in Indian retail grows.

Small and Big

The food and grocery sector, which makes up nearly 77 per cent of the total retail market, is dominated by small local stores.

"Our competition is not other formal retailers. We are going head-on with the traditional mom-and-pop stores," said managing director of Chennai-based Subhiksha, R Subramanian, which has a chain of discount supermarkets and pharmacies.

At the other end of the market, foreign investors are also keen to move into India.

After the Indian government allowed single-brand foreign retailers to take up to 51 per cent stakes in joint ventures earlier this year, there is growing speculation that it will soon also open doors to multiple-brand retailers like Tesco Plc, Wal-Mart and Carrefour.

Major retailers' turnover is forecast to grow at 25-30 per cent a year over the next four years, attracting big players such as Bharti Enterprises and Reliance Industries Ltd to the market.

Reliance is investing $750 million initially and has started managing the supply chain for about 20 state-owned supermarkets in Mumbai.

For midsize players like Subhiksha, that may be bad news, but Subramanian is confident.

"Large-format retailers are being forced to set up in expensive in-city locations, which impacts efficiency, whereas small guys are fairly efficient in the back-end, and score in proximity," he said.

Analysts say hypermarkets can thrive in suburbs that are not too distant, partly by striking land deals.

Raheja is also a realty developer, while Pantaloon has a joint venture with Singapore's CapitaLand to manage malls.

The bigger retailers are also differentiating themselves in terms of store size: Spencer's, which previously had a franchise deal with Dairy Farm International Holdings Ltd, has hypermarkets that measure about 25,000 sq ft each, while Pantaloon's Big Bazaars range from about 30,000 sq ft in the city to 65,000 sq.ft in the suburbs.

"There is scope for both - for consumers it's a question of all under one roof or convenience and proximity," KSA-Technopak's Rajpal said.

The task for Raheja's Levermore, then, is to give shoppers like Ghoghawalla reason to buy everything she needs at HyperCity.

News: Fox Mandal, Little to form India’s largest law firm

(TNN 20/05/2006) Mumbai - FoxMandal and Little & Co on Friday announced they were merging to form India’s largest law service firm under the ‘Fox Mandal Little’ (FML) name.

That they would come together was first reported by ET in its 17 May edition. The combined entity will have 37 partners, more than 250 lawyers and around 150 support staff.

Existing restrictions that limit the members in a partnership to 20 will force FML to forge multiple partnerships in some locations. The partners of Little & Co will join Fox Mandal in Delhi. In Mumbai, those with Fox Mandal will move to Little & Co, which has a larger practice in the city.

The names of the two firms will not change. Instead, they will have a common brand under ‘FML’ logo, except in Kolkata.

Dara P Mehta, managing partner of Little & Co, said the merger will enable FML to reap synergy and achieve economies of scale for its clients. Little & Co specialises in IPOs. Fox Mandal’s strengths lie in M&As, infrastructure and intellectual property.

“Economic liberalisation, coupled with inflow of foreign direct investment, have brought about a huge change in the services sector. Law firms are growing bigger to face competition,” Som Mandal, managing partner of FoxMandal, told reporters in Mumbai.

FML will focus on corporate and commercial, banking, finance and insurance, IPRs, real estate, taxation, admiralty, arbitration and dispute resolution, anti-dumping, environment and labour matters.

News: Dubai realty group to foray in Gujarat

(BS 20/05/2006) Ahmedabad - The world’s largest real estate company, Emaar group along with its Indian partner, is knocking the door of realty market of Gujarat.
Emaar MGF Land Private Limited is planning to invest over Rs 1,000 crore in townships, hotels, malls, and IT parks in the state. In the subsequent phases, the group plans to pump in more money as company is bullish about the state.
Emaar MGF Land Private Limited is a JV between Emaar Properties PJSC Dubai and MGF Development of India. Emaar Properties has a market capitalisation of over $40 billion and is the world’s largest real estate company.
It has to its credit projects like Burj Dubai project, regarded as the tallest building in the world which will be ready by 2008.
Talking to Business Standard, Shravan Gupta, managing director of Emmar MGF Land Private Limited said, “Gujarat appears in the second phase and intially we will pump in Rs 1,000 crore. We are planning to come with a township in Ahmedabad which will be spread over 400-500 acres.”
The phase two for Gujarat will begin after two months and the company is in the process of scouting land in various places of Ahmedabad.
“A four or five star business class hotel will to be a part of the township in Ahmedabad,” Gupta further said.
Going by the previous track record of Emaar Properties, the company has a tie up with Armani Group and Armani hotels have been a part of many of their projects be it even the Burg Dubai building. “In India we have plans to set up Armani hotels only in Delhi, Mumbai and Bangalore,” according to Gupta.
Gupta further said, “We have a panel of world class architects and the quality of our design in Gujarat will be without any exception of international standards. Ahmedabad has very good architects so we might rope them in.
Also, we are open to enter into a tie-up with a local developer, given that he has a good track record.”
The township will also have educational institutes, besides it will pave way for better parks and roads.
Emaar MGF will also set up a mall in Ahmedabad. “The mall will be two notches above the rest and will be spread in over half a million square feet,” according to Gupta.
Plans are also afoot to set up an IT park for which the company is actively considering the Gandhinagar area. The IT park is driven by end-user hence the scale and size will be lesser than Bangalore or Hyderabad.
Talking about the IT prospects in the state, Gupta said: “It is only a matter of time before it finds its rightful place in the sun.”
Emaar MGF is also scouting for land in Vadodara, Surat and Rajkot for setting up townships, hotels and malls.
“After Ahmedabad, our next preferred destination in Gujarat is Vadodara. Simultaneously, we will also concentrate on Surat and Rajkot,” Gupta said.

News: 'India still remains a growth story'

(BS 20/05/2006) New Delhi - Finance Minister P Chidambaram categorically said that India continues to remain a growth story, and asked retail investors to take "informed judgements" while dealing in the stock market.

Addressing a press meet in New Delhi this afternoon, Chidambaram said: " Economic fundementals have not changed over the last four days. Forex reserves have moved past $163 billion, and inflation continues to remain below 4%. The manufacturing sector is growing at 9%. The India story continues to be growth, and there is no change in that."

Chidambaram said the government had no intention to reintroduce long-term capital gains tax for securities traded on the stock market.
The left parties had, on Friday, demanded the re-introduction of the tax on account of the Sensex falling over 800 points. One of the factors behind the fall were reports that the government was planning to issue guidelines to check tax evasion by foreign institutional investors (FIIs).
The left also demanded a review of the double taxation avoidance agreement (DTAA) with Mauritius. Responding to a query on this demand, the Finance Minister said: "The India-Mauritius treaty has been debated thread-bare. Due to a host of economic, political and diplomatic reasons, we are not proposing unilateral revision of the treaty. Every political party is entitled to their opinion," he said.
Chidambaram clarified that the decline in the benchmark indices was not in any way connected to the Central Board of Direct Taxes (CBDT) circular, which was an update of a 1989 circular incorporating court judgements of the intervening period. He said the decline in the stock markets have been due to the fall in metal prices, attractiveness of other markets and hardening of interest rates.
"The circular nowhere mentions FIIs, the circular nowhere mentions any tax rate. The circular simply refers to a 1989 circular, and this circular has been culled out of that, " he said, adding that FIIs were aware of their legal position.
"Around 70 FIIs have filed returns and declared themselves as traders, but they are not taxed because they have no permanent establishment in India. Some do declare investment income, but many of them benefit from DTAA," Chidambaram said.
He said FIIs have been net sellers while the mutual funds have been net buyers since May 15. "While FIIs sold stocks worth Rs 2,500 crore in the last four sessions, mutual funds bought stocks worth Rs 2,803 crore," he said.

News: Tata takes the Beetle route

(DNA 20/05/2006) Kolkata - Ratan Tata's people's car will be made in the Marxist bastion of West Bengal. But the car, which will have a rear engine and seat five people, may cost a bit more than Rs1 lakh when it hits the roads in 2008.

A Tata Group source told DNA that two prototypes of the car have been built at the Tata Motors facility in Pune. One is a two-seater and the other a four-seater that can actually accommodate five. The indicative cost tags are currently Rs1.20 lakh and Rs1.50 lakh, respectively. Efforts are on to squeeze costs further so that the final price is closer to Tata's vision.

Tata Motors engineers are working frenetically to give finishing touches to the prototypes as they have been targeted for unveiling at an auto show next year.

While no formal decision has been taken on commercialisation of the two-seater, the four-seater will have four doors and a rear engine.

Many all-time favourites, such as the Volkswagen Beatle, the Fiat 500 and 600, the 1970s model of Skoda, and almost all thoroughbred racing cars have sported rear engines.

Why so? Apparently, when the engine is at the back, there is no need for a bonnet and a drive shaft, which means a saving on costs. Says car enthusiast Tutu Dhawan: "A rear-engine car needs lesser spare parts. Besides, it ensures efficient use of power."

All the weight in the Tata car will be borne by the rear axle, thus ensuring little loss of power while driving. "In fact, every ounce of power developed in a rear-engine car has to be used to propel the wheels because of the small engine," says another automobile expert.

Tata has said that he is looking at a 'gearless' vehicle. While it will be a full-fledged car in every definable way, the dream machine may not have the finish or high speed of a larger car.

The Rs1,000 crore project will be located in Hooghly district, Tata announced in Kolkata on Thursday. It will be spread across 1,000 acres and have additional facilities for an integrated vendor park.

A source said the financial viability of the car hinges on very efficient inventory control and vendor management system. The system will have to ensure almost nil carrying cost of components and raw materials. While most vendors of auto companies are located in close geographical proximity to the production line, locating most vendors within the plant site will maximise inventory control and production planning.

Tata said the decision to locate the project in West Bengal "is a reflection of the confidence of the Tata Group in the investment climate and the Government of West Bengal. We look forward to the opportunity of revitalising the automotive industry in the state."

He said the plant will initially employ 2,000 persons directly but will create employment in excess of 10,000 amongst vendors and service providers in its vicinity. The plant will be commissioned in 2008.

News: Decoding the Indian realty boom

(DNA 20/05/2006) Mumbai - A decade ago, when consumer products company Procter & Gamble (P&G) wanted to relocate its prime central Mumbai office as part of its expansion plans, it turned its back on a marshy, undeveloped land in suburban Malad. Today, the 5 million sq ft stretch, christened Mindspace, is a swank $1.4 billion commercial hub developed by Raheja builders, and home to a host of IT enabled services (ITes) outfits and retail offices.

It is not a missed opportunity for P&G, say real estate consultants, who claim the company’s current property value has since escalated four-fold.

Or look at how 5 acres of an upmarket Banjara Hill property was recently grabbed for a jaw dropping Rs 140 crore, while the 8,000 sq ft residence owned by the Nusli Wadia group scions in Mumbai was disposed of for Rs 36 crore. Or the way property vultures swooped down on 17.5 acres of Bombay Textile Mills land in Mumbai last September, which Delhi developer DLF Universal bagged for Rs 720 crore.

Now isn’t this old hat? Sure. But what’s intriguing is that the $12 billion frenzied real estate arena is showing no signs of letting up. Prices continue to soar anywhere from 30-150%, and developers and builders are working overtime to satiate the demand for all breeds of property — residential, commercial and retail. Triggered by a robust economy, middle class disposable income, credit friendly environment, and sunrise sectors like retail, favourable income tax treatment of home loans and the government’s infrastructure friendly policies, they all want to leverage the current property boom.

Even big and small investors are lusting for anything that spells land. At last count, capturing the land fetish were around 15 Indian companies who set up realty funds. And with the government slackening foreign direct investment rules last year and a promising rental yield income, more than 30 overseas venture capital and private equity funds are following the property trail. The yields in India are more than 12%, compared to 8% in the developed markets and 5% in China.

So do we have a bubble waiting to burst? For a while, Deepak Parkeh, chairman of the country’s largest mortgage company Housing

Development Finance Corporation, has been referring to the real estate market as a bubble. The industry is also talking about a possibility of a scam in the property market, what with developers gravitating towards the newly proposed special economic zones (SEZ). “They all think it is a backyard activity and want to do it only for the tax benefits,” says a bureaucrat.

But consultants and developers think otherwise. “The demand is not a red herring. It is buoyant and the correction will hold as demand percolates to secondary and tertiary towns,” says Chanakya Chakravarti, joint managing director of real estate consulting firm Cushman & Wakefield C&W). Adds Rajeev Mehrotra, executive vice president at Edelweiss Capital, “It is not a bubble, as what is fuelling the heat is the quite substantive 25-30% year-on-year growth.”

A PricewaterhouseCooper’s report says the venture capital fund flow in the sector could touch $7-8 billion over the next 18-30 months. The US alone is said to have committed $2 billion for Indian real estate. And analysts say that if the economy continues its robust run, the figures could reach humungous levels.

Just look at the real estate stocks, viewed with trepidation until two years ago, going through the roof. At Rs 454 last May, Delhi-based Unitech Ltd closed yesterday at Rs 9,639.55 despite Thursday’s blood bath. In the same period, Mahindra Gesco surged from Rs 140.70 to close at Rs 848.20, despite a 17.7% drop from the previous day’s close.

With such scorching valuations, half a dozen developers are in queue to go public, with DLF leading the sweepstakes with an approximate Rs 13,000 crore issue for only a 12% float. Analysts say that in the next three months, prospective market debutantes will marshal nearly Rs 30,000 core in the sector.

In the seven active property markets, residential demand is over 70% followed by commercial, retail and hospitality. Dominating the sectoral landscape is the IT/ITes companies, with retail likely to munch much of the land in the coming years. According to C&W research, the current cumulative demand for real estate ranges from 120 - 151 million sq ft, and is likely to touch around 1,055 million sq ft by 2010. By then, the capital requirement will have bloated to $68 billion. “Just sustaining the market will require $30-40 billion, with most companies tying up their expansion plans,” says Chakravarti.

In fact, last year, analysts claim that 23 million sq ft of new space came into the market, with an additional 50 million sq ft expected by 2009.

The C&W study says that urban India alone requires 12 million housing units with scope for 400 townships in 5 years across 30-35 cities, each with a 5 lakh population. Property consultants say that last year, around 24 million sq ft of new commercial land was absorbed nationally, accounting for almost Rs 6,600 crore of capitalisation.

In the same period, 25 million sq ft of commercial property and 200 million sq ft of residential space was built in the Chinese capital of Beijing. And experts believe that India has the potential to grow to those levels as FDI flows into more land-intensive sectors like retail and manufacturing. As it is, there is a shortfall of 20 million housing units till 2010, say analysts.

But the hotspots continue to be Bangalore, Hyderabad, Pune and Gurgaon, riding on the IT and ITes enterprises, feels Rajesh Choudhury, partner Prestige Development.

C&W’s Chakravarti says that smaller towns such as Surat, Coimbatore, Lucknow, Patna, Bhubaneshwar, Vijaywada have immense potential.

By 2015, there will be 45 such cities up from 25-odd now. Their growth will be fuelled by the infrastructure development, particularly airports and roads and retail. “This demand percolating to newer and smaller locations is for real,” he adds.

What is encouraging is the mortgage credit which is only 6% of India’s gross domestic product (GDP). Compare this with 18-25% in Hong Kong and Malaysia and 65% in the US. Also, the average age of the Indian home owner has slid from 45 years to 27 years. And the mortgage has gone up from 10 to 20 years. Even so, 50-60% of this demand in the residential segment is speculative compared to 40% in commercial.

All this is making land acquisition even tougher as both corporates and developers are consolidating their land banks. “Land supply is shrinking while demand is only growing. Today, real estate is giving 20-50% returns, up from 15-20% a few months ago. So, anyone who can afford it, is parking his money in this asset class,” says Ashok Narang, partner at property consultants L Lachmandas & Co.

There are challenges too. Disputed land titles, archaic laws stipulated by the Urban Land Ceiling Act in Mumbai, do pose hurdles for developers. “Real estate laws too have been opaque with a need to rationalise stamp duty and property tax norms,” says a developer.

But the entry of established players and developers from both corporate India and overseas is expected to infuse large doses of transparency, bringing some method to the construction business. And as the market develops, the players are hoping that by setting up new financial instruments like real estate investment trusts (REIT) could bring in more money into the system.

That’s possible only if real estate remains a compelling growth story for long.

Friday, May 19, 2006

News: DLF clones may sneak in via IPO barriers

(BD 19/05/2006) Mumbai - As the investing public prepares to commit itself to the mega DLF IPO, a word of caution is advised. There are dozens of DLF “clones” who are lining up IPOs and private placements. This has always been a feature of the Indian capital market whereby lightweights tend to ride piggyback on the industry major by ensnaring unwary investors with low priced offerings.

Sebi is yet to evolve an effective entry barrier for such pretenders and the onus is on the investor to sift the wheat from the chaff. There are very few Indian realty and construction companies that match up to DLF’s size and abilities. They are limited to Hirnandani, K. Raheja, Unitech, Prestige and Sobha. Tatas, L&T, Godrej and GE Shipping also have subsidiary construction and housing companies that are credible and known for their delivery.

Most of India’s builders are either fronts for politicians or the underworld and are always looking for ways and means to grab land through muscle power. Professional managers hardly consider a career with such companies as a viable option. However, the arrival of foreign realty brokers like CBRE, Jones Lang Lasalle, Colliers Jardine, Knight Frank, Trammel Crow and Cushman Wakefield has cleaned up the realty market significantly as these firms carry out a thorough due diligence prior to recommending properties that they associate with.

While picking realty IPO, it might be a good idea to investigate the extent of the promoters’ association with one or more of these MNC realty brokers. That would work as a robust filter in the investment matrix.

METRO OBSESSION

A majority of call centres in the US are not located in key metros, but if one looks at India, they are invariably metro-centric. The Karnataka government has been persuading both MNC and Indian call centres to consider alternate centres in inner cities like Mysore, Mangalore, Hubli and Dharwad, but the response has been very unenthusiastic. Other than MphasiS, which has set up a unit in Mangalore, no other well-known call centre has explored these cities.

The spillover from Mumbai to Pune is just about gathering momentum after sustained efforts by succeeding state governments, but the critical mass is yet to build in the Peshwa city. Senior managers of call centres cite the reluctance of their younger employees to move base away from the westernised lifestyle of metros as the biggest stumbling block to a potential move to non-metros. Intriguingly, lifestyle issues are more relevant in the call centre industry than professional work ethic.

An IAS or IPS officer spends the major part of his first ten years in villages and suburban centres without flinching from responsibility. Then why is it that a much less educationally evolved call centre employee can’t function in a Hubli or a Coimbatore? Call centre managements need to do a serious reality check about their management ethos.

QUOTA QUOTIENT

As the quota issue threatens to boil over across the country with even OBC students protesting the proposed legislation, it is perhaps time to reflect about the infirmities of our electoral process. It is eminently possible for an uneducated and criminal politician from an extremely backward and conservative constituency to aspire for the Prime Minister’s chair and even secure it, given the mathematics of our electoral system and particularly in the absence of inner-party democracy of most of our political formations.

News: Tata’s 1-lakh car rollout in 2008

(BD 19/05/2006) Kolkata - A few hours after being sworn in for his second term as chief minister of West Bengal, Buddhadeb Bhattacharjee on Thursday received a Rs 1,000 crores gift from Tata Group chairman Ratan Tata. The Tata Motors announced its decision to set up a small car plant in the state.

Mr Tata specially flew in to sign an agreement with the new Left Front government. He himself made the announcement after his meeting with Mr Bhattacharjee at the Writers’ Building, the state secretariat on Thursday evening. Speaking at a joint press conference with the chief minister, Mr Tata, said, “This investment is a reflection of the confidence that the Tata Group has in the investment climate and the government of West Bengal. We look forward to the opportunity of revitalising the automotive industry in the State.”

The plant will come up at Singur block of Chandannagar in the Hooghly district. The plant, which will manufacture the Rs one lakh car, would be spread over an area of 700 acres. Besides, a vendor park will be set up on a 300 acres plot adjacent to the plant.

The plant will initially directly employ 2,000 persons and is expected to create another 8,000 indirect employment later. “The plant will be used to produce 4-5 seater cars with a price of Rs one lakh each approximately. The construction work at the plant will commence shortly, and it will be commissioned in 2008,” Mr Tata added. A beaming Mr Bhattacharjee said: “We will hand over the entire land to the Tata Motors shortly once we complete the land acquisition process.” He indicated that the state government had agreed to give some incentives to the Tata Motors, but declined to divulge the details.

News: India's FX reserves at record $163.755 bn

(FE 19/05/2006) Mumbai - India's foreign exchange reserves rose to a record $163.755 billion on May 12 from $162.413 billion a week earlier, the Reserve Bank of India said in its weekly statistical supplement Friday.

The central bank said foreign currency assets expressed in US dollar terms included the effect of appreciation or depreciation of other currencies held in its reserves such as the euro, pound sterling and yen.

The foreign exchange reserves include India's Reserve Tranche Position in the International Monetary Fund, the central bank said.

News: Dubai Ports World to invest in port SEZs

(BS 19/05/2006) Mumbai - Dubai Ports World (DPW), world’s third largest container port operator, will invest port-specific Special Economic Zones (SEZ) in Bangalore, Chennai, Delhi, West Bengal and Mumbai with substantial investment.
It will invest over Rs 2,000 crore in international container transshipment hub at Vallarpadam island in Kochi Port. Dubai Ports will invest in projects such as rail connectivity, warehousing facility, inland container depots (ICD), container freight stations (CFS) and other port related investments,” said Ganesh Raj, senior vice president & MD (Indian Sub Continent), DPW.
The group is operating port specific zones in various parts of the country and there is huge amount of synergies for Indian operations, he said. Dubai Ports had acquired $6.8 billion UK-based ports and ferries company Peninsular and Oriental Steam Navigation Co (P&O Ports).
With this acquisition of Dubai Ports had given a direct control over Nhava Sheva International Container Terminal (NSICT) at Navi Mumbai, Chennai Container Terminal, Mundhra International Container Terminal (MICT) and Kulpi Port (West Bengal).
DPW had already bagged the Build Operate Transfer (BOT) project for developing Vallarpadam project and operating Visaka Container Terminal in association with Mumbai-based JM Baxi in Visakhapatnam Port.
“Dubai Ports is also keen on taking part in the container terminal projects coming up in Chennai, Tuticorin, Ennore and CFS projects in central and north India,” Raj said.
Raj said the integration process following the acquisition of P&O Ports is progressing and a final decision toward retaining the brand in various projects will be taken shortly.

News: Pantaloon to open three E-Zone stores

(BS 19/05/2006) Mumbai - Home Solutions Retail-India, a company of the Pantaloon Group, is setting up three E-Zones, an electronics store in Bangalore. The company plans to set up 30 such stores by the end of the financial year. The company also has launched its own brand of consumer durables called Koryo.
Home Solutions Retail on Thursday opened its first store in Jayanagar, spread over 8,500 sq feet in Bangalore and has plans to open one each at Koramangala and Bangalore Central in few months.
Home Solutions Retail-India started its first store in Indore. “We have plans to set up 30 stores mainly in tier I and tier II cities this financial year,” said Manoj Kumar, chief - consumer durable & electronics, Home Solutions Retail.
The E-Zone has been planned with three dedicated zones — The Liberation Zone (deals with electronic gadgets like computers, laptops, handy cams, MP3 players and mobile phones), The Experience Zone (audio-video like plasma LCD, flat TVs, home theatre systems, DVD players, stereo systems) and The Home Zone (home appliances like refrigerators, air conditioners, microwave ovens). According to Manoj Kumar “With E-Zone we are not just showcasing the electronics products and gadgets but providing a complete shopping experience, which will add value to our customers.”
“Our differentiator will be that providing a complete ‘peace of mind’ safety net to the customer’s purchase choice. Our brand E-Zone, will always represent an excellent shopping experience and most importantly, complete satisfaction and post-purchase peace of mind,” said V Rajesh, chief marketing officer, Home Solutions Retail.
Speaking on its brand, ‘Korya’, he added that they have come out with the Koryo brand of products guided by the thought of matching middle-class India’s growing affluence and aspirations with a family of products, designed for the Indian family.
“We plan to improve their lifestyles by providing them products that has so far been considered expensive and out of reach for them,” he noted.

News: India's Cinemax in expansion mode

(BS 19/05/2006) Mumbai - The Mumbai-based Kanakia group, promoter of the Cinemax chain of multiplexes, is currently in an expansion mode.
It is looking at a total investment of Rs 275 crore spanning three years to acquire land across the country to build malls, multiplexes and hotels.
According to informed sources, the company is considering raising about Rs 200 crore through initial public offering or a strategic foreign investor.
Currently, Cinemax has a total of 33 screens in Maharashtra, and the company is looking at a pan-India presence across 21 locations with 77 screens. Cinemax has already signed memorandum of understandings with property owners at various locations in the country for a total of 20,070 seats.
In addition, the company will be acquiring land for the purpose of building malls and hotels that it will develop in strategic locations.
When contacted Rakesh Kanakia, chairman, Cinemax Cinemas, refused to comment on the company's plans for fund raising.
The Cinemax group has already developed the Eternity Mall in Thane, Mumbai, which was done on a sale model and entailed development of over two lakh sq ft.
That apart, Cinemax is currently constructing a mall at Variety Square , Nagpur, with over one lakh sq ft development area. The lease tie-ups are already in place for 40 per cent of the area.
The group has also acquired land at Lucknow with a development area of over five lakh sq ft with a joint venture partner for constructing a complex of mall, multiplex and a hotel.
Kanakia said Cinemax was targeting development of one mall on an average every year by acquiring land at strategic locations.
"The exhibition and the mall model go hand in hand. Hence, for Cinemax the strategy is to acquire land for the purpose of developing a mall, of which 20 per cent would be dedicated for the Cinemax Multiplex. The mall could either be leased out or sold out depending on the situation," he added.

News: Cotton County to up outlets

(BS 19/05/2006) Mumbai - In a bid to capture the growing retail market in non-metro cities, Rs 2,400-crore Nahar Industrial Enterprises Ltd (NIEL) plans to increase the number of exclusive outlets of its middle-segment clothing brand, Cotton County, from the present strength of 80 to 200 by the end of this financial year.
The Cotton County brand – which is worth Rs 50 crore, as NIEL claims – should more than double in value as a result of the expansion mode that the company is in with a foray in tier-II and tier-III cities.
“The metro retail market is getting crowded; even getting franchisees is an expensive proposition. By moving to smaller cities, we will have a first-player advantage and it will be a truly mass volume brand,” NIEL Managing Director Kamal Oswal said.
The company is also in the midst of diversifying its winter wear brand, Monte Carlo, into an all-season brand with a presence of 15 exclusive outlets and 600 multibrand stores.
Company officials, however, said there were no fixed targets for the growth of this brand, though they hoped to have a nationwide footprint for it.
In the previous financial year, Nahar invested Rs 800 crore for expansion plans to be executed in two phases.
While the first phase is expected to be completed this December, the second phase will be completed by 2008, the officials said.
The firm registered a rise of 14.35 per cent in net sales at Rs 694.14 crore for 2005-06, compared with Rs 607.03 crore in the previous financial year.
Its profits after tax jumped from Rs 20.32 crore for 2004-05 to Rs 80.47 crore for the just concluded financial year.

News: OMCs to set up over 3,000 outlets

(BL 19/05/2006) New Delhi - The Minister of State for Petroleum and Natural Gas, Dinsha Patel, has said that state-owned oil marketing companies (OMCs) - Indian Oil Corp, Bharat Petroleum Corp, Hindustan Petroleum Corp, and IBP have planned to set up 3,222 retail outlets during the current year.

Informing the Lok Sabha, the Minister said, the OMCs are free to expand their retail outlet network in the country as per their business plans and policy guidelines, subject to conditions that they set up new outlets at locations, which are found to be commercially viable after conducting feasibility study. The Minister, however, said that it was not possible to indicate the timeframe within which the new outlets will be set up as the exercise involves various steps like advertisement, selection of dealers, procurement of suitable site, obtaining various approvals, explosive licence, and clearances from the NHAI.

News: Pizza Corner to focus on franchise route

(BL 19/05/2006) Hyderabad - Global Franchise Architects (GFA), promoters of Pizza Corner India, will now focus on franchise route while expanding its outlets in the country.

"We have developed a good support system. Franchising will be the way forward for us," Mr Anoop Sequeira, Chief Executive officer of GFA-India, said. Addressing a press conference here on Thursday after the launch of `Conizza Pizza' in a cone form, he said, of the 47 outlets across the country, the company owned 27, while the remaining were on franchise. This, however, would change in the future as the company had decided to focus on franchise route.

Thursday, May 18, 2006

News: Tatas will venture into uncharted waters

(DNA 18/05/2006) Mumbai - The Tata group, the country’s largest private sector business house, is planning an entry into the maritime shipping business.

The move comes at a time when the Tatas are rapidly globalising their businesses.

"We are trying to get a control over logistics and it includes the shipping business," said T Mukherjee, deputy managing director-steel, Tata Steel, said.

TM International Logistics (TMIL), a 51:49 joint venture between Tata Steel and IQ Matrade, a German company runs berth No. 12 at Haldia.

It has chartering, freight forwarding, shipping and clearing businesses. The subsidiary has increased its turnover by about 60% year on year for a few years and caters to other groups such as PSU major the Steel Authority of India.

While Tata Steel would be one of the major drivers to push the group to enter the maritime business, the blue print is being prepared by the think tank in Tata Sons, the main holding company for the group.

"We look at several opportunities. Shipping is a business that we are keen to enter but the entire plan is still being evolved. We throw many ideas into the fire. Finally it depends on what comes out baked," said A N Singh, deputy managing director-corporate services, Tata Steel.

On being asked about the logic to enter a new arena for a business house which so far stuck to the knitting in terms of the businesses it has been in, senior officials riposted that the group has been flexible on this aspect. "Look we have strongly got into telecom which a decade ago was never in our bloodstream," an official said.

It makes sound logic for the group. Tata Steel, the country’s largest private sector steel company shaved off expenses in logistics by 2%, at a time when freight rates were scaling up due to skyrocketing fuel prices and strict laws on trucks carrying loads. "We are not going to remain a 9 million tonne steel company for long," said Mukherjee in a different context on Thursday.

For Tata Steel it makes eminent sense to have its own shipping company with freighters ferrying coal from Australia and iron billets from Iran to its Natsteel plants in South East Asia and Tata Steel’s Indian operations ferrying steel to markets in Europe and USA.

But it’s not Tata Steel alone that could benefit from the group’s foray into Steel Tata Chemicals imports a lot of raw materials for its fertiliser business and also exports soda ash from India and Africa. It also has plans to venture in a big way into Bangladesh and already has ambitious plans in South Africa.

Analysts say that the strategy is not new. Gujarat Ambuja is one of the few Indian companies that uses its own fleet of ships to export cement and import coal. Other companies like India Cement and century Textiles have done badly when it diversified into shipping.

But for the Tatas this is clearly a new line. Having secured a rich past before when it pioneered civil aviation in the country floating Air India which was subsequently nationalised by the government, sea navigation would be a new business venture.

News: Starwood to double hotels in China, India

(PTI 18/05/2006) Singapore - Starwood Hotels and Resorts Worldwide, the second-largest US hotel operator, will double the number of hotels it operates in China and India within the next two years, the company's Asia-Pacific President Miguel Ko said.

Starwood runs 25 hotels in China and 20 in India, Ko told reporters at a hotel investment conference in Singapore today, describing both markets as ``buoyant.''

White Plains, New York-based Starwood plans to tap surging demand for travel in Asian markets including India, where tourism revenue is expected to rise 8.6 percent a year until 2015.

News: Golden Tulip hotels to bloom in 40 Indian cities

(TNN 18/05/2006) Mumbai - Dutch hotel major Golden Tulip Hospitality Group will soon set up its Golden Tulip brand of hotels in the country. Golden Tulip Southern Asia (GTSA), a joint venture between Golden Tulip Hospitality Group and US-based Leyland Group, will set up 50 hotels across 40 cities in the region.

“We are already in the process of talking to people in the country, both landholders as well as hoteliers,” says Vimal J Singh, managing director, Golden Tulip Southern Asia. For their South Asian venture, GTSA will invest nearly $150-200 million, mostly through their internal resources.

Over the next four-five years, GTSA will develop properties in metro cities, particularly Mumbai, Bangalore and Pune. The group is also looking closely at developing properties in cities like Jalandhar, Ludhiana and other tier-II towns. Mr Singh also indicated that GTSA would also be looking at management contracts or franchise agreements with owners of existing properties, or properties that are currently in the construction or planning stage. Mr Singh said three brands of Golden Tulip will be set up in India — the Golden Tulip Hotels, which is a 4-5 star offering, the Tulip Inn, a 3-star offering, and Tulip Suites, 2-star suites targeted at extended stay. The focus will be in the middle-range of hotels, especially in the budget sector.

According to Mr Singh, “We believe that the budget segment is under represented in India. Our targets will be local businessmen and also domestic travellers who don’t want 5-star facilities.” The hotels would have 250-300 rooms on an average in large cities, and 80-100 rooms in the smaller cities.

Globally, the Golden Tulip Hospitality Group has 550 hotels and nearly 47,000 rooms in 47 countries across Europe, America, Asia-Pacific and the Middle East.

News: Louis Vuitton, Lladro seek Govt nod for retail foray

(BL 18/05/2006) New Delhi - International apparel company Louis Vuitton Malletier of France, Lladro Commercial SA of Spain, and Haryana-based Moja Shoes have sought Government permission to bring in FDI in retail trade.

The Government had allowed 51 per cent foreign direct investment in single brand retailing on February 13 this year.

Since then only these three companies have approached the Government. Moja Shoes of Sonepat has sought permission to bring in FDI from Mauritiusbased Tano India Private Equity Fund-1.

SINGLE BRAND FDI

All of them have applied for Government approval for FDI for single brand product retailing, the Minister for Commerce and Industry, Kamal Nath, informed the Lok Sabha.

FDI INFOW

Meanwhile the FDI inflow during fiscal 2005-06 has been estimated at around $8.3 billion, up 50 per cent from $5.53 billion the previous fiscal. This includes equity as well as reinvested earnings and other capital.

According to the Minister, based on current trends, FDI inflow into India would touch $10 billion annually from the current financial year.

FDI in the equity alone stood at $5.13 billion, which is the highest ever FDI equity inflow in the country during any year and is 60 per cent more than the previous year.

Though the estimates of reinvested earnings and other capital inflows are yet to be released by the RBI, taking past trends into account, this would be around $3.2 billion.

FDI inflow during March 2006 stood at $831 million marking an increase of 200 per cent higher than the same month previous year.

News: Enzen Global ties up with Dutch co

(BL 18/05/2006) Bangalore - Enzen Global Solutions has entered into a joint venture with The Netherlands-based Closed Gap to offer fully integrated customer care, metering and billing solutions through the Internet in SaaS (Software as a Service) model.

The joint venture will host and implement the Customer Information System (CIS) solution through the Internet. Data collection will be handled through handheld devices and, billing and CIS through the Internet. The solution will be integrated with GIS. The joint venture will establish strategic partnerships with reputed GIS solution providers and handheld terminal manufacturers.

News: 'India provides highest return on investment'

(PTI 18/05/2006) New York - Asserting that India provides highest return on foreign investments than any other nation, Minister of State for Commerce and Industry, Ashwani Kumar, told investors that the country is poised for a massive expansion in the manufacturing, infrastructure and food processing sectors.

This century clearly belonged to Asia and this decade to India, Kumar said speaking at a function organised by the India-America Chamber of Commerce and asked entrepreneurs to seize this moment before it is too late.

Any investor who does not seize the opportunity would have missed the opportunity to make very substantial amount of money, he added.

But Kumar warned that India is not a country meant for short-term investments. It is suitable for medium and long-term investments and no well run foreign company has ever complained of losing money.

It is reputed foreign financial analysts who have concluded that India provides maximum return on investments, more than even China, he told the meeting attending by more than 100 investors including several from major American multinationals.

Introducing the minister, Chairman of the Chamber, Rajiv Khanna, gave facts and figures to underscore the progress that India is making. But Kumar said there is a world beyond statistics which should not be ignored.

However, even statistics, Kumar added, would show the success story being witnessed in India. Currently, India is growing at the rate of 8.1 per cent and is seeking to increase it to 10 per cent.

Even at the current rate, he emphasized, its economy will be grow to $1.6 trillion within ten years.

Seeking investments in manufacturing sector, he said the government planned to increase its contribution to the GDP from current 16 per to 24 per cent. Though India is the largest producer of fruits and vegetables, less 2 per cent of its produce is processed and the processing industry itself if capable of absorbing more than $33 billion , he said.

Referring to the civilian nuclear deal between India and the United States, which is now before US Congress, Kumar asserted that it in the interest of both the countries.

Kumar told the American entrepreneurs that it is equally important for the United States for it means billions of dollars of business for the US as also European companies as India imports technology and equipment.

However, he said the existing strong ties between the two countries are not based merely on economic cooperation though it is an important part and gives impetus to the relations.

But the main anchor, he said, is the "shared perception" of the world order, an order which was not created by them but whose challenges they have not option but to face. The major challenge is terrorism of which both the countries are a target.

News: Reliance team bags Mumbai Metro Phase-I

(PTI 18/05/2006) Mumbai - The Maharashtra government today approved sanctioning of the Phase-I of the ambitious Mumbai Metro Rail project worth Rs 2356 crore to a consortium led by Reliance Energy Ltd and Mumbai Metropolitan Region Development Authority (MMRDA).

The work on the first phase of 11km long Versova-Andheri-Ghatkopar corridor will start by June and the foundation stone will be laid by Prime Minister Manmohan Singh, Chief Minister Vilasrao Deshmukh told reporters here.

The first corridor will be completed within three years by a special purpose vehicle (SPV) formed by Mumbai Metro-I Consortium led by Reliance Energy Ltd and MMRDA.

The other corridors in the first phase include 38 km Colaba-Mahim-Charkop route and 14 km Bandra-Kurla-Mankhurd route, the Chief Minister said.

News: Rupee declines sharply against US Dollar

(PTI 18/05/2006) Mumbai - The Rupee on Thursday declined by 27 paise to close at Rs 45.45/47 per dollar, succumbing to a fresh round of heavy dollar demand on the back of a resurgent dollar overseas and partly weighed down by a fresh meltdown in the bourses following the slide in Asian markets.

After the overnight smart 32 paise rally, nervousness once again gripped the interbank foreign exchange (forex) market from the onset of business with the Rupee resuming distinctly weak at Rs 45.40/42 per dollar and initially tumbled to Rs 45.55/57 per dollar.

Suspected dollar-buying intervention by state-run banks salvaged the Rupee to Rs 45.35/37 but renewed dollar demand drove it down to session lows of Rs 45.65/67, tracking the plunge in the stock markets, wherein the BSE Sensex slumped by a huge 826.38 points on a virtual sell-off.

Rupee eventually settled at Rs 45.45/47 per dollar, steeply lower from Wednesday's close of Rs 45.19/20.

Despite suspected dollar-buying intervention by the central bank, the Rupee came under renewed severe pressure after a global strong dollar fuelled hectic dollar buying from all quarters.

Fears of a slowdown in FII inflows amid concerns of rising US interest rates weighed on Rupee value, dealers said.

The downturn in global metal and equity markets that triggered the slide in the local stock markets further aggravated rupee woes, they added.

Foreign Institutional Investors (FIIs) pulled out a massive $375 million from equity markets in the first three days of the week.

Wednesday, May 17, 2006

News: Ozone to launch international brands in India

(BS 17/05/2006) Mumbai - It will position the products in mass premium segment and retail them through modern format stores.
"The company will soon introduce products from its Home SPa range, which includes classical ayurvedic oils. We are bringing in an anti-blemish and complexion enhancing oil, apart from handmade soaps," said Parminder Sandhu, chief executive (Operations), Ozone Ayurvedics.
The company is also expanding its retail presence internationally and plans to foray into the US market soon.
Apart from expanding its product range, it will focus on strengthening presence in other categories.
"In categories such as scrub soap and face wash we have decent market share, despite almost no initiatives on the ad and marketing front. This year we will look at growing these categories," said Sandeep Ghosh, vice-president (sales and marketing), Ozone Ayurvedics.
Sandhu said the company was aiming at about 300 per cent growth in face washes and 300-400 per cent growth in the soaps category.
It also plans to double the number of beauty advisors they have in retail outlets from 250 to 500 this year.

News: Indian ad spend likely to rise 15%

(BS 17/05/2006) Mumbai - The burgeoning advertising budget in India is set to hit another high this year, with ad expenditure likely to touch Rs 1,609 core in 2006. And this means a growth of 15.5 per cent over 2005, when the ad expenditure in the country was Rs 1,392 crore.
The percentage jump in ad spend in India also outstrips the global growth rate of 5.8 per cent. The ad spend worldwide is likely to touch $391 billion this year.
Among different media, the internet witnessed the fastest advertising growth in India, posting a 0.9 percentage point increase in the 2002-2006 period, vis-a-vis press ad that actually had a negative growth of an identical margin.
Outdoor advertising, too, fell by 0.01 percentage points, while others such as radio and television grew by 0.4 and 0.2 percentage points, respectively.
Let’s see the findings of the Spheres of Influence 2006, a global analysis of advertising expenditure study done by Initaiteve Futures Worldwide. The ad spend trend in India to a large extent mirrors the global trend for the same period.
While spending in press declined by 4.5 percentage points, ad spending on the internet increased by 3.3 percentage points.
Similarly, outdoor and radio declined by 0.1 and 1 point, respectively. In actual terms, the internet spend in India is likely to rise the most this year – going up 35 per cent to Rs 150 crore from Rs 110 crore.
Outdoor ad spend is set to increase 15 per cent, while press spend should be up 14.2 per cent. Again, television spend is projected to move up 16.8 per cent, while radio advertisement is expected to shoot up 20 per cent.
Globally, though press still commands a large share of total ad spends, it has been declining steadily over the last few years. From 42.2 per cent in 2002, it is expected to slump 37.8 per cent this year. The report pointed out that none of the markets surveyed would see a fall in ad spend in 2006.
At the global level, 2004 was the best year in advertising since 2000, with spends up 7.9 per cent year on year.
On the trends in mature markets, the report stated that while regions such as western Europe and North America are losing share of total worldwide advertising spend, Asia and central and eastern Europe continue to gain in share in 2006.

News: L&T forays into dredging business

(BS 17/05/2006) Mumbai - Larsen & Toubro (L&T) has made a foray into the dredging business by acquiring a majority stake in International Seaport Dredging, which is Belgian Dredging International NV's Indian arm.

According to an official release issued by L&T to the BSE today, the company has infused equity to acquire a 61% stake in International Seaport Dredging. Dredging International will hold the balance 39%. This follows the shareholders’ agreement entered into on January 25, 2006 with Dredging International.

This acquisition is in line with L&T's strategy to strengthen its position in ports and harbours. The company has been involved in the construction in several public and private sector ports in the country, including ports at Nava Sheva, Chennai, Mundra (for Adani), Gangavaram, Hazira (for Shell LNG plant), Seabird Project at Karwar; private jetties for Finolex (Ratnagiri), Reliance (Hazira), Chemplast (Karaikal) and Ballard Pier in Mumbai, the release said.

Dredging International - a part of the Dredging, Environmental & Marine Engineering (DEME) Group - is a major player in the global dredging market. DI's core activity is dredging and land reclamation, the release added.

News: India may consume less gold despite higher incomes

(RTR 17/05/2006) Mumbai - Speculators hedging on India's traditional love for jewelry may be surprised to learn the world's largest gold buyer could take less of the yellow metal despite rising personal incomes there, Goldman Sachs said in a report Tuesday.

"The precious metals story will be a surprise to those who assume that rising incomes will lead to higher consumption of jewelry and gold," Goldman Sachs said in a report on commodities demand in the BRICs nations - namely Brazil, Russia, India and China.

"Although India is the largest gold consumer in the world -- and by far the largest among the BRICs -- its consumption has actually fallen, in both volume and percentage terms, since 2001," the report said.

Goldman Sachs estimates that Indian gold demand had tapered to just around 15 percent of world consumption in 2005, from about 20 percent between 2000 and 2001.

India imported 724 tonnes of gold for jewelry and investment in 2005, up 17 percent on the year, the World Gold Council said in February.

But the volume for 2006 may only be as high as 650 tonnes due to rising prices, said AngloGold Ashanti Ltd., one of the biggest sellers of gold to Indian consumers.

U.S. gold for June delivery closed in New York on Tuesday at $692.90, up $7.90 after losing $26.80, or 3.8 percent, on Monday. The precious metal hit a 26-year high of $730 on Friday.

Goldman Sachs said although rising per capita incomes suggest that Indians should be buying more gold, "recent financial liberalization may be undercutting one of the chief rationales for gold ownership".

"If this pattern of regulatory opening continues, then we may not see the steep increases in Indian gold consumption that many expect."

It said India's silver buying had also shrunk to below 10 percent of global consumption last year, from around 18 percent in 2001.

News: Only training can help, feels India Inc

(DNA 17/05/2006) New Delhi - FMCG major Hindustan Lever will soon start recruiting 100 apprentices every year exclusively from the scheduled caste (SC), scheduled tribes (ST) and other backward castes (OBC). Fifty will be trained in skills relating to manufacturing and the other 50 in the sales, merchandising and distribution operations.

The company, a spokesperson says, in any case, prefers to recruit from the disadvantaged groups, selecting people from local communities where it has operations.

Software major Infosys Technologies is already off the block; its subsidiary Progeon has trained about 60 SC/ST and OBC youth from North Karnataka and offered jobs to 50.

The Apeejay Stya Education Research Programme is conducting a survey among human resource managers asking them what skills they find lacking among recruits.

Industry and government will then need to work together to train people to be employable, says Sushma Berlia, president of the Apeejay Stya group. It is such initiatives, not quotas, that will genuinely help the backward social groups, industry insists.

Incentives - tax breaks, preference in government procurement for companies with a certain percentage of backward classes on their rolls - don’t find favour across industry. “This is not a long term answer. You can’t give incentives forever,” points out Berlia. “There is recognition in industry of the issues confronting the disadvantaged sections. We are not in denial,” says N Srinivasan of the Confederation of Indian Industry (CII).

Few, however, deny that the issue of affirmative action is something industry has been grappling with only since 2004, when the UPA government’s Common Minimum Programme first mentioned it.

“It was never on our radar earlier,” admits a senior official of a chamber. “But it wasn’t because we were insensitive. It was never an issue because we never discriminated on non-professional criteria,” he hastens to add.

After initial knee-jerk and rash reactions, 21 industrialists signed a more sober statement.

“We recognise that in a liberalised and decontrolled economy, where the government has a reduced role in the economy, the benefits of reservations in government and public sector undertakings need to be complemented by affirmative action by industry.” It went on to add “the need is not just to provide jobs but also incubate the emergence of a robust entrepreneurial class of youth from the SCs and STs”.

That’s the point Ficci secretary general Amit Mitra keeps making, quoting figures from the Economic Census to point out that 45% of enterprises in the country are owned by the SCs/STs/OBCs. Of this only 11% are owned by the SC/ST group.

“There has been a massive failure of governance on the education and training front and we are willing to work with the government to address that,” asserts Mitra.

Training in skills, entrepreneurship development and partnering with the government in various levels of education is, therefore, the preferred route to affirmative action.

In fact, industry takes pains to point out that that is something companies have already been doing, either through developing ancillaries and suppliers or through their various social responsibility initiatives.

ITC’s “social forestry programme”, which started in 2001-02, for example, helps tribals in the Khammam district of Andhra Pradesh convert unproductive lands into viable pulp-wood plantations, with a guaranteed buyback from ITC’s aperboards mill.

Some 6,078 tribal households in 224 villages have benefited. In Tripura, ITC has trained tribal women in making agarbatis and then markets them under the brand name “Mangaldeep”.

Delhi-based Bharti group has announced a Rs 200-crore nationwide primary education project for under-privileged children under the auspices of the Bharti Foundation set up in 2000.

The foundation is already helping construct school rooms, in partnership with the Xavier Institute of Social Sciences, in six village schools in the tribal-dominated Ranchi district of Jharkhand. There are numerous similar examples across India Inc.

Member companies of both Ficci and CII have adopted Industrial Training Institutes (ITIs) and are involved in their management (though the experience hasn’t been too happy or productive).

Both chambers are encouraging members to take up new initiatives - taking youth from the backward classes as apprentices and preparing them for jobs, not necessarily in that company, and entrepreneurship.

But what if the government tries pushing some kind of job quotas on the private sector?

That, industry is unanimous, will be totally unacceptable. A compromise solution could be that companies start reporting, like American firms, the number of employees from the backward classes in their annual reports. “That might provide some peer pressure, which might be more effective,” agrees Subodh Bhargava, non-executive chairman of VSNL.

Will this be acceptable? That’s not clear but the only bright spot in the currently charged atmosphere is Bhargava and Ashok Bharti of NACDOR both appealing for a platform for cool and intelligent discussion.

News: Kamal Nath picking FDI numbers out of a hat?

(DNA 17/05/2006) New Delhi - A month after gloating that foreign direct investment (FDI) inflows had risen at a never-before rate of 41% in 2005-06, the minister of commerce and industry, Kamal Nath, is at it again.

On April 19, Nath had said FDI would touch $7.5 billion in 2005-06. Today, in a press release on the eve of his departure to Poland, he upped this figure to $8.3 billion, a record 50% increase over $5.5 billion in 2004-05.

That’s not all. Nath boasts that the equity component alone in 2005-06 was $5.1 billion, a 60% increase over 2004-05, that reinvested earnings and other capital would total $3.2 billion and that in the month of March alone, $831 million worth of FDI came in (a 200% increase over March 2005).

But some scepticism is in order. At least until such time as the Reserve Bank of India (RBI) - the main source of FDI data - releases figures for 2005-06.

The only numbers RBI has put out are the April 2005-January 2006 figures in its April monthly bulletin.

Industry secretary Ajay Dua said the data released were based on the figures the RBI sends in advance for confirmation and comments before making them public. RBI will release the whole year data only next month.

The propriety of going to town with figures sent for comments and confirmation apart, there’s a slight problem with the statistics as well.

The growth percentages, for one, aren’t as high as Nath claims. The increase in total FDI is only 46.8% (not 50%) and the rise in equity is only 36% (not 60% that Nath claims, though the release cleverly does not mention the previous year’s total equity figure).

Dua insists the growth figures are correct because the 2004-05 figures are lower than what is in RBI’s April bulletin.

He could be right because the 2004-05 figures are provisional. Economists, while agreeing that provisional figures are revised, say RBI provisional figures cannot be so off the mark as to convert a 36% increase into a 60% one. The RBI spokesperson didn’t want to comment on this immediately.

But a far bigger problem lies in the claim made on reinvested earnings (profits that foreign firms retain within the country instead of repatriating to the parent company abroad) and other capital (inter-company debt transactions of FDI entities), both of which are not new investments coming in.

Kamal Nath’s (pictured) statement admits that the RBI has not released 2005-06 data for these two categories. “However, taking past trends into account, reinvested earnings and other capital would be about $3.2 billion,” the statement said.

Rajesh Chaddha, chief economist at the National Council of Applied Economic Research (NCAER), is puzzled at what kind of trends could be seen from five-year figures (these two figures are available only from 2000-01).

The only trend that is possible to work out, he says, is to see their ratio to equity. On working this out, it was found that the projected figure on reinvested earnings and other capital was considerably close to Nath’s $3.2 billion claim.

But economists balk at using this projection. “But this is only a guesstimate, not even an estimate,” sneers Chaddha.

In any case, reinvested earnings will depend on the profits a company makes and on company policy - whether or not to repatriate profits - neither of which can be predicted or projected, a point Abheek Barua, chief economist, ABN Amro agrees with.

Unless you do a detailed analysis at the balance sheet level, this is almost impossible to project, he says. Clearly, there are no takers for Nath’s big talk.

News: Retail major lines up Rs 200 cr spend in Gujarat

(DNA 17/05/2006) Ahmedabad - If Pantaloon Retail is to be believed, Gujarat is all set to be the biggest retail success story of the nation. In addition to 10 superstores, including India’s fourth Fashion Station inaugurated last week, the company plans to open as many as 50 more outlets across 15 town and cities of the state at an investment of at least 200 crore in the near future.

The group’s high-end stores Pantaloon and Big Bazaar will be opened next month in Rajkot and Surat each, while Baroda will get a ‘Central’. “After Metros like Mumbai and Delhi, Gujarat is the most important destination. Some of Pantaloon’s best and largest stores are in Gujarat. Fashion Station’s (FS) first store after Mumbai and Delhi is in Ahmedabad. Plans are afoot to establish three more FS outlets in Ahmedabad, five in Mumbai and six more in Delhi and Ghaziabad,” Sadashiv Nayak, operations head, west zone, of Pantaloon Retail, said. Gujarat constitutes around 12% of the country’s Rs 27,000-crore organised retail market, which is growing at 20% a year.

“Disposable income of an individual is arround Rs 2,500 a month is about the same in Gujarat as the metros, discounting the disparity in the cost of living. Moreover, real estate is relatively cheaper here and the non-resident Gujarati consumer base is phenomenal,” Pantaloon’s regional manager, operations Anand Adukia said.

The company plans to enter the live food retailing (restaurants) through a tie-up, but Nayak is tight lipped about the proposal. Indications are that Gujarat might get the first taste of the venture.

“Nearly 40% of any mall or multiplex’s business comes from food retailing in Gujarat. An average Gujarati eats out twice in a week, which is high by any standard,” Adukia said.

Pantaloons and Fashion Station witness over 20,000 footfalls per week with a 40% conversion rate. The average turnover of Pantaloon in Ahmedabad is Rs 10,000 per square feet per annum. The company has recently tied up with Liberty for footwear retail, Lee Cooper for apparels and Galaxy Entertainment for offering gaming opportunities.

Downtown agenda

The Kishore Biyani-led Pantaloon group plans to have six Central Malls across the country over the next two years.
There are three Central Malls in the country today — in Pune, Bangalore and Hyderabad.

News: South Mumbai to get a Pantaloon Central

(DNA 17/05/2006) Kolkata - It doesn’t get more central than this, perhaps. Pantaloon Retail is learnt to have zeroed in on the Haji Ali area in south Mumbai to set up its first Central Mall in the city. And the grapevine has it that the location would be none other than Crossroads, the country’s first mall and a landmark in Mumbai.

A few months back, there was a strong rumour that the Ashoke Piramal group had sold off Crossroads, the country’s first mall and a landmark in Mumbai, to Kshitij Real Estate Fund — owned by Pantaloon and a foreign private equity fund. The figure at which the deal was sealed also varied. While some put it at around Rs 400 crore, others pegged it at a conservative Rs 250 crore.

Now, Pantaloon Retail is rumoured to have decided to convert the existing Crossroads property, spread over more than 1.2 lakh square feet, into its first Central Mall in Mumbai.

When contacted, Jaydeep Shetty, chief of new business, Pantaloon Retail India, told DNA Money: “We have finalised a property in south Mumbai.” Without elaborating further, he said, “Except for Mumbai, the rest of the new malls across the various cities will be new structures.” At present, there are three Central Malls in the country — in Pune, Bangalore and Hyderabad.

The Kishore Biyani-led Pantaloon group plans to have six Central malls across the country over the next two years. While Baroda’s Central is bracing for a Diwali launch, Centrals at Kolkata and Gurgaon have till mid to late 2007 to throw open their doors. Hyderabad and Ahmedabad have also got a look-in. The Kolkata Central would be spread over 3 lakh sq ft, Shetty stressed, adding, the other malls would have at least 1.20 lakh sq ft of space.

Pantaloon Retail’s investment in each Central Mall will vary from Rs 50 lakh to Rs 100 crore, depending on the city and location. “These investments will include property price plus inventory,” added Shetty.

News: India's Raymond gains on expansion plans

(BL 17/05/2006) Mumbai - The real estate angle and expected gains from expansion plans helped the Raymond Ltd counter on Tuesday. The company's shares, which were down by about 6 per cent in Monday's bloodbath, made a smart pull back on Tuesday to gain by 5.42 per cent and close at Rs 549.15, up from the previous close of Rs 520.90.

Though the company has no plans to use its real estate near Mumbai, dealers said this was a factor that attracted investors to the stock. They said Raymond's 3 million metresper annum expansion plan for worsted suiting at Vapi in Gujarat was also expected to start yielding results from next year.

The first phase of the Rs 197-crore expansion plan would start commercial production shortly, they pointed out. On the NSE, Raymond rose 7.67 per cent to Rs 565.65.

News: Pantaloon to invest Rs 150 cr in Home Towns

(BL 17/05/2006) Bangalore - Six outlets of Home Town, the flagship delivery format of Home Solutions Retail India Ltd, will be opened in the next 12 months. Home Solutions is a subsidiary of Pantaloon Retail India Ltd. The first Home Town will open in Noida in September.

Kishore Biyani, Managing Director, Pantaloon Retail, told Business Line that the company is planning an investment of around Rs 150 crore for the first six Home Towns.

"The Home Town in Bangalore should be operational early next year," he said.

Home Town will offer everything a customer would need to build, furnish and decorate a home.

This includes building material, paints, tiles, electrical and plumbing products and services, furnishings, furniture and consumer durables.

"Home Town will encompass all our offerings in home improvement and related services, consumer durables and electronics as well as furniture and furnishings," he said.

As a company, Home Solutions Retail India Ltd will have stand alone delivery formats such as E-Zone, Collection - I, Electronics Bazaar and Furniture Bazaar, in addition to Home Town.

The current home market in the country is estimated at Rs 100,000 crore and is largely serviced by the unorganised market.

"But the sector is witnessing a fast-paced growth," said Biyani.

News: Ranbaxy signs deal with Dutch company

(RTR 17/05/2006) Mumbai - Ranbaxy Laboratories Ltd. has signed a deal with Dutch company Eurodrug Laboratories to sell asthma drug doxophylline in the Indian market, said the company on Wednesday.

Ranbaxy shares rose 2.5 per cent to Rs 490 in a firm Mumbai market.

Tuesday, May 16, 2006

News: India is 29th competitive nation

(BD 16/05/2006) New Delhi - India has climbed up 10 notches on the World Competitiveness Scoreboard and has been ranked 29 due to its technological achievements and booming services sector. The ranking, published by Switzerland-based International Institute of Management Development (IIMD), takes into account 61 countries and regional economies.

Commenting on the ranking, published in the World Competitiveness Yearbook, industry body Progress, Harmony and Development Chamber of Commerce and Industry said in a statement, the task before the Union government now is to meet the standards and expectations of a buoyant economy.

China has also improved its position this year. It has been placed at 19, a jump of 12 places, the scoreboard mentions. The United States is still the world’s most competitive economy, while South America’s Venezuela is the least competitive country in the ranking, according to the yearbook.

The ranking is based on 312 criteria spanning four areas of economic performance, government efficiency, business efficiency and infrastructure.

News: Not all global varsities to enter India

(TNN 16/05/2006) New Delhi - There is no free lunch even for top foreign universities on Indian soil. The proposed policy of ‘free entry’ to foreign universities may now have a rider; India will allow only those who would offer unique courses.

According to a senior member of the Planning Commission, “Foreign universities should be allowed to teach only those courses in India which are not already being taught in our home-grown universities.”

Indian universities are inadequately equipped to handle foreign competition and so they should only be allowed in areas where we have no expertise.

The move to allow foreign universities is likely to create a further crunch on the already fund starved universities, if they lose the best of their human resource pool. “There is some very good quality teaching and teachers to be found in Indian universities,” the expert said.

“Moreover, only those foreign universities must be allowed to set up shop here that are accredited in their country of origin,” the expert told ET.

This view has come in the context of a bill on entry and regulation of foreign universities in India, which the ministry of HRD is to table in the Parliament.

News: With Fox, Sony eyeing India, film city jobs beckon

(TNN 16/05/2006) New Delhi - Bollywood has revamped its image from an unorganised to a professional industry.“The film industry has come a long way from its unorganised sector image. It’s evolved into a sector which is professional and involves planning, strategy and science,” says Sanjay Bhutiani, business director, P9 Integrated, who left Leo Burnett to join P9 last month.

Adds Manmohan Shetty, MD, Adlabs, “It’s the requirement of the time, demand for greater transparency and professional functioning and film producers are responding to that. Even a bank wants to be sure about a film production firm before funding.”

Analysts believe that with large players like Reliance and Birla (Applause Entertainment) evincing interest, it would make the sector more reassuring for professionals. Besides, it provides an element of creativity for those who look for it.

“The film business today offers creativity, embedded with all the strategic elements of the non-film corporate world,” says Amit Agarwal, lead consultant-media, Stanton Chase.

On the other hand, with the giants from Hollywood, like Warner Bros, Fox and Sony getting attracted to India, the industry could turn out to be a hit, with management institutes in the coming days. In fact, Reliance has done some serious hiring for Adlabs in recent months. With Indian Cinema going global and fetching good returns, it augurs well for Bollywood too

Professionals are being welcomed with open arms and new opportunities are springing up. Little surprise then, that several ad agencies have spun off services to target that space. The likes of Leo Burnett, Lintas, Starcom, Group M and JWT already have or are in the process of setting up units to offer a bouquet of services to film production houses, which includes brand association.

News: Mumbai commuters can expect smooth sail to work

(DNA 16/05/2006) Mumbai - Jam-packed trains in rush hours, bumper-to-bumper traffic all the way to south Mumbai.. Commuters from the western suburbs have long learnt to live with them. But soon, their daily travails will be replaced by the everyday bliss of riding the Arabian waters to work.

The Union ministry of environment and forests (MoEF) on Monday permitted the Maharashtra State Road Development Corporation (MSRDC) to start ferry services between Nariman Point and Marve beach. The permission was given after MSRDC submitted a detailed geo-technical and sub-soil analyses of the two sites.

With this, all six locations have been cleared from where Inland Passenger Water Transport (IPWT) would start operating in two years. The other places, which got environment clearance five months ago, are Bandra, Juhu, Versova and Borivali.

“Now that we have received environment clearance, services should start,” said a senior MSRDC official. The corporation will now issue a formal letter awarding the contract to a consortium, led by M/s Satyagiri Shipping, to start building jetties and terminal buildings at the six sites.

IDFC, Dena Bank, Videocon International, Hiranandani Group and KSMC Financial Services Ltd, ABS Hovercraft Ltd, UK, and Gammon India Ltd are members of the consortium which won the bid by quoting the highest lease rent of Rs1,000 crore.

Managing director of Satyagiri Shipping Nitin Joshi said the company was still to receive a copy of the MoEF letter of clearance.

Cruise to your office

Project to be implemented on build-operate-transfer basis for a concessional period of 30 years

Travel time from Borivali to Nariman Point is expected to be reduced by half

Catamarans and hovercraft to be used

Jetties to have waiting halls and cafeterias

Project expects to ferry around 100,000 passengers every day

News: Pearl Global plans foray into retail

(NDTV 16/05/2006) Mumbai - Yards and yards of fabric from Pearl Global factory will be shipped overseas for brands like Gap and J C Penny, but the company now thinks that India's retail market will make the perfect fit after it doubles its capacity.

It's almost like a BPO operation. While exports continue to be the big story, especially with its china factory now on stream, it's the local market that's offering the opportunity in retail.

Pearl Global is in talks with UK's third largest retail brand. It's hoping to enter a JV with Maitland or New Look for retail stores and apparel hypermarkets and the first of the stores will be set up in India by December.

For this retail venture, Pearl Global is targeting an investment of more than Rs 250 crore. They are in talks with some big players who are coming next week for mainly apparel and accessories.

Expansion plans

But to do this, Pearl Global needs to consolidate its manufacturing, distribution and branding divisions, now spread over three companies in 12 countries.

The company has now decided to float a holding company to merge pearl global, which has a market cap of Rs 120 crore, with the main group House of Pearl, which holds a valuation of Rs 2000 crore.

After the merger, the management will consider listing the combined entity.

Post quota, the sector's profitability might have slipped thanks to competition, but the volumes in the business have picked up tremendously.

This is why, companies like Pearl Global are now thinking long term and taking advantage of relaxed retail laws to get into retail and to make the most of India's apparel market pegged at Rs 88,000 crore.

Interview: Rajiv Singh - DLF vice-chairman

(TV18 16/05/2006) Mumbai - DLF will use its IPO proceeds in part to acquire land, complete on-going projects and retire debts. The company's vice chairman Rajiv Singh says that land acquisition programme will cost Rs 6,500 crore (Rs 65 billion), while the completion of on-going projects will cost about Rs 3,100 crore (Rs 31 billion). The company, at present, has loans worth Rs 4,000 crore (Rs 40 billion).

Excerpts from CNBC-TV18's exclusive interview with Rajiv Singh:

Give us a break-up of how the proceeds will be used. Can you give us a sense of what kind of land bank you are hoping to develop in the next couple of years?

The IPO proceeds will be utilised for land acquisition, which will cost about Rs 6,500 crore. We hope to complete the construction of some on-going projects, which will take about Rs 3100 crore.

We retain the rights to prepay loans that the company holds to the extent of about Rs 4,000 crore. This is an overall statement of objectives. It will be decided after the exact issue size is finalised. The deployment will be decided thereafter. Principally the money is for acquisition and for completion of our projects.

Could you give us some kind of a ballpark figure in terms of what kind of money will be deployed for developing these special economic zones because you are setting up three special economic zones which are multi-product ones in Ludhiana, Amritsar and Manesar?

That is correct. We have received approval to set up four special economic zones of a large size. Three are going to be a multi purpose special economic zone and one is going to be a collection of product specific zones in Amritsar.

As far as the investment programme goes, no exact number is quantified as yet. The land acquisition proceedings still need to take place.

We do estimate that separate companies, in which our company will be the principal investor, will undertake these projects. To that extent, at this moment, it is difficult to quantify. It will be good enough to say that these will be large investments.

Total investments processing would be of Rs 40,000-50,000 crore (Rs 400-500 billion). But DLF's investment in this would be restricted to much smaller amount, which will be known after the projects are specifically conceptualised.

How soon can we expect executable work to begin here in these four special economic zones?

The start is due in Amritsar not in Ludhiana. Amrtisar is the first one, which will get off the block. We do hope that we will be able to start something physically on the ground in a few months time. We should be up and running in terms of marketing that project to the prospective industrial units by maybe as early as the end of this year.

There are some reports coming in that you are likely to announce or look at setting up another four-five multi-product special economic zone apart from the ones that you have already got clearance for, can you confirm that for us?

We hope that we can do it in the future.

You are also looking at getting into hospitality sector in a big way. You are looking at joint venture partners, international alliances.

That is what we feel our role should be. We believe that we want to be principally the owners of the hotel assets because that is the business we are in at present. Hotel operating skills are a different ball game altogether.

Our attempt is to find leading players worldwide in different segments and arrive at some kind of alliance with them, preferably with some kind of equity participation from those operators.

We understand that you are getting into all the four segments of the hospitality space that is business, luxury, budget as well as service apartments. Reports seem to be suggesting that you have already identified and are in advanced stages of negotiation with a foreign alliance for a foray into a business segment specifically. Can you confirm that?

We are in talks for all our business segments. And, that is what we are here for. We are hopeful of finalising something in the business hotel segment, somewhat sooner than the rest; and to that extent possibly you are correct. I cannot give any specific information on this till such dialogues and discussions conclude.

There are reports saying the joint venture could possibly be with Hilton. Could you give us some kind of clarity on that? Confirm or deny these reports.

Neither can I confirm them nor can I deny them. That is the only clarity that I can give.

We understand that you are targetting 100-125 hotels in the next five-eight years. In the next two-three years, how many would be off the mark?

We have to be cautious because targetting and giving future forecast at this juncture in a IPO process is something that I am not allowed to comment upon. Business hotels should be the first ones to take off.

We have acquired substantial sites for the location of such hotels. As and when our partnership gets finalized, we will implement these projects rapidly. Some of them are going to be independent sites and many of them are going to be co-located with the other development projects of the company, whether in retail space or in IT park space.

In terms of infrastructure thrust, you have a joint venture with Laing-O-Rouke. Will it be this joint venture that will go ahead and bid for airport modernisation projects or will you be looking at separate alliances and separate joint ventures for that?

Laing-O-Rouke is a joint venture for construction. Laing-O-Rouke JV would always be a participant in such ventures, but would not be the only one. We would look for alliances with people who have specific skill set in operations of infrastructure facilities such as airports, etc.

Laing-O-Rouke may be a partner in those projects along with DLF and such operators, but we are not keeping DLF Laing-O-Rouke JV as the principal vehicle for investment in those projects.

We also understand that expressways would be a keen thrust area as far as the urban infrastructure space is concerned. Is there anything that has been identified on that front as yet?

It is too early because we have just finalized this JV a couple of months ago. The principle objective was to serve DLF's own interest in the beginning. We have made a good start and have started our construction projects for DLF in this joint venture. It is early, but we hope we can go and start bidding for projects outside in the near future.

What about your joint venture with Indiabulls?

There were reports coming in that the projects that you were looking at kicking off with this joint venture, have run into some kind of trouble between the Delhi Development Authority as well as the Delhi high court. Has that impacted your plans?

Indiabulls joint venture is just a co-investment into a particular project. So I do not think we should read anything more or less into that investment. As regards problems between DDA and others, with reference to that project, I am not aware to the details of such problems.

All I can say is that the project is very well conceived. It helps to provide subsidised housing to almost 3,500 families. Unfortunately, litigation in the real estate business has become a way of life. Without going into the merits of what people are seeing, I personally have the confidence that this matter will be decided in DDA's favour and the project will proceed.

You are also looking at a pre-IPO placement of almost 3 crore (30 million) shares. Could you confirm that is the placement on and what kind of response have you seen? We understand that it is only to domestic institutions?

That is correct. Our pre-placement will be restricted to domestic investors. We were very busy filing the DRHP.

Is that because you did not get Foreign Investment Promotion Board (FIPB) clearance for the FIIs to come into the pre-IPO placement?

In pre-IPO placement, we are not contemplating any FIIs. The pre-IPO placement will only be for the domestic investors and institutions. We may be able to give you some details about this in a few days time.

Are you looking at placing about 1-1.5% stake in this pre-IPO placement, which comes to about 3 crore shares?

I cannot confirm a figure to you right now. We will let you know in a few days time. We are now in talks with the some parties. Depending on confirmations we can revert back to you.

Give us a sense of what FY07 is going to look for you in terms of the balance sheet?

This process is new for me. I just cannot make any statements about the future financials. Unfortunately, we are constrained in terms of making a projection at this moment in the IPO process.

News: HyperCITY to develop 6 new hypermarkets

(PTI 16/05/2006) New Delhi - K Raheja group company HyperCITY Retail (India) plans to develop six new hypermarkets across India including Delhi, Bangalore and Kolkata at an investment of about Rs 90 crore.

The investment would be to the tune of Rs 15 crore per stores without the real estate cost, the company official said.

The first hypermarket- HyperCITY- had been launched at Malad West in Mumbai in the area spread over more than 1,20,000 square feet.

"We have decided to accelerated our expansion plans by targeting to open 6 new stores across India, including Delhi, Bangalore and Kolkatta by the end of this year," he said.

The footfalls at the Mumbai hypermarket have been 45,000 on the weekends at 60 per cent conversion rates.

"The launch of the HyperCITY is a pioneering step towards the globalisation of the country's retail sector and marks yet another milestone in our endeavour to bring innovative retial formats for Indian consumers," the company's Vice Chairman B S Nagesh said.

News: DLF hires McKinsey to improve biz practises

(TNN 16/05/2006) New Delhi - Real estate major DLF group has hired consultancy major McKinsey for effecting an organisational transformation in work culture and business practices. It has also restructured its board by inducting four independent directors, in the process expanding the number of board members from six to 12, with 50% being independent directors.

At the same time, ex-Standard Chartered Bank boss, and KP Singh’s son-in-law, Rana Talwar, has also joined the board of directors at DLF. As part of effort to strengthen its management team, the group has inducted around 200 heads at mid-management to senior management levels across the country over the last six months.

The four newly-appointed independent directors include ex-chairman Reliance Power Dr DV Kapur, ex-Bata India chairman MM Sabharwal, noted financial analyst KN Memani and legal expert Ravinder Narain. This is part of the group’s effort to effect a transformation in its work culture, bring in more transparency in its operations and be more responsive to shareholder and customer interests.

Speaking to ET, DLF vice-chairman Rajiv Singh said, for the 60-year old group, going public is not an end in itself, but beginning of a process to be able to operate on a global scale. “We see the potential to be a world-class company making most of the growth opportunities within the country,” Mr Singh said.

For that to happen it was important for the organisation to bring in more clarity of mindset at every level, starting from the promoter and top management level, Mr Singh said. The group has appointed McKinsey and Goldman Sachs as advisors to the company on strategic issues.

With Sebi barring pre-IPO placement by FIIs in real estate companies, the group is still evaluating whether to offer some equity to domestic institutional investors. It is expected to take a call on the issue over the next couple of days.

The group is in the process of raising over Rs 13,600 cr from the capital market. On its foray into the hospitality sector, Mr Singh said the group will be present across budget, business and luxury segments of hotel and will enter into multiple partner relationships.

“We will only be a development company in the hotel space and currently are in talks with several prospective partners who will manage and run these properties,” he said.

According to Mr Singh, the India growth story is here to stay, with metros growing at around 20% against the nation’s 8%. “The demand for housing is a manifest of that growth,” he said.

Mr Singh is of the view that the current prices in real estate were not unsustainable, as demand outstrips supply in retail, residential and commercial spaces.

For him “bubble” is harsh word to use for explaining the recent escalation in realty prices. “I don’t think that the real estate market is speculative. However there will be stabilisation and moderation in rates over time,” he added.

News: Tier-II cities make the cut in migration

(FE 16/05/2006) Mumbai - With rural-urban migration gaining momentum and 40% of the population projected to stay in urban areas by 2030, as against 29% in 2000, it's the tier-II cities which need urgent attention. The India Infrastructure Report 2006 by Infrastructure Development and Finance Company Ltd which focuses on urban infrastructure, says such cities as Nagpur, Surat, Vijaywada, to name a few, with half a million population and growing at a daunting pace, are the priorities.

Citing a study of National Council for Applied Economic Research (NCAER), the report says, “Though the tier-I cities remain the country’s richest, those in tier-II are emerging as the new growth centres. While the tier-I cities represent 6% of the population and account for 14% of India’s GDP, tier-II represents about 7% of the nation’s population and contribute about 13% to GDP.”

The report has noted that the companies engaged in the development of the IT/ITES sector, are also suffering from infrastructure bottlenecks. It has stressed on the need of developing tier-II and tier-III cities so that some of the pressure can be taken off from tier-I cities.

“A number of tier-II cities has the offer advantages in terms of cheaper real estate, access to appropriately skilled manpower and gradually improving telecom and physical infrastructure and coming into their own terms of drawing global and Indian IT majors. A NASSCOM-KPMG study has shown that tier-II cities, like Nagur, Jaipur, Pune offer more advantages to ITES companies. These cities have little time to improve their infrastructure to ensure that they continue to remain attractive to private sector investment in long term”, it said.

The negligence of the urban development authorities which was exposed during the deluge in Mumbai monsoons last year has also been highlighted in the report. Commenting on the issue, the report said, “The government and the authorities were caught unaware and chaos prevailed. It exposed the stark deficiencies in infrastructure and limitations of the city administration.”

News: Investment the buzzword in Buddha's Bengal

(EI 16/05/2006) Kolkata - “Investment” is clearly the buzz word here. It is, after all the key to glory the Left Front government in the state, wears like a halo today. If Buddhadeb Bhattacharjee greeted his victory with a “proposal” from Ratan Tata, can his party colleagues be far behind?

Ashok Bhattacharya, the Urban Development Minister in the outgoing State Cabinet was heard celebrating his victory at Siliguri with the announcement of a `famous’ corporate house looking for 400 acres for a project. When contacted by Indian Express, Bhattacharya would not name the investor. The proposal, he explained, is for a biotechnology and knowledge-based park.

“We have suggested three to four locations and asked them to return with a detailed project report,” he informed. When asked about the likely destination for the project, he said it might be located at Ghosapur near the North Bengal University at Siliguri. No indication is available on the likely size of the investment.

If one recalls the foundation-laying spree that preceded the elections, the efforts to reopen Dunlop, the controversial invitation to Indonesia’s Salim group, Buddhadeb’s visits to South East Asia and China, there can be no doubt that investment and industrialisation are the cornerstone of the West Bengal Government’s path ahead. Buddha himself has repeatedly committed to it several times over. This is indicated in the line-up of industrialists expected to attend the swearing in ceremony scheduled from Ratan Tata, Ambani, Jindal, Azim Premji and Narayan Murthy.

It has been a long war, Buddha and his team has fought to project Brand Bengal in a new light. There is still of lot of work ahead. Bandhs and trade unionism - spearheaded by CITU - are still seen as roadblocks to investment in the State. Ironically, surveys have shown that in this “power surplus State”, power connectivity or the protracted time-frame for getting connection is a thwarting factor. There is also the bureaucracy that is not seen keeping pace with Buddha’s reforms. The Chief Minister has also admitted that the percolation is taking time. Land pricing did turn into a sticky issue in information technology.

What is most critical is that the investments coming in were largely in the area of information technology and real estate. India Inc was waiting to see some action on the manufacturing front. But projects flagged off prior to the elections and the announcements that are taking place now show that Government is steering in the right direction after all. Ural, Tata Motors and the two-wheeler project by the Salim Group will revive the state stature in the automotive industry. Steel continues to dominate and fresh investments are also lined up in the sector. Between Haldia Petrochemicals and Mitsubishi, the state also crafting a place for itself in the petrochemical sector. Dedicated SEZs is the other route it is taking to boost investments. The State has been wooing the Reliance group and also Infosys to open shop here. There are hopes that these exercises will bear fruit in Buddha’s second innings.

As of date, the expanding smile of Buddha’s face shows that West Bengal’s industrial fortunes are indeed in the process of resurrection. Some of his colleagues certainly share his pride.

News: 'Land bank' is the new driver of real estate stocks

(TNN 16/05/2006) Mumbai - The current bull rally has been remarkably clean so far, but, maybe, not any more. It looks like the rally may have finally created a bubble. And this time round, it’s the turn of real estate stocks to be the show stoppers.

Valuations of real estate developers and companies with supposed ‘land banks’ have been shooting up in recent weeks. Developers like Unitech, Peninsula Land, Mahindra Gesco and Ansal Properties and old companies with valuable land like Bombay Dyeing or Bata are now getting astronomical valuations. Many of these have triple-digit P/Es. The manner of the price rise is also disconcerting (see story ‘Real Easy’).

The market last witnessed such frenzy in early ’00, just before the burst of the Internet bubble. At that time, ‘eye balls’ was the buzzword that made IT companies quote at 100- plus P/E multiples. As the reality surfaced, market underwent a sharp correction and investors suffered a lot of heartburn. Today, the buzzword is ‘land bank’.

Let’s take a look at the builders. Unitech is currently the largest listed builder. Its market cap has risen 24 times in the last one year. It is now over Rs 11,000 crore. Ansal Properties’ market cap rose 13 times in the last one year from Rs 229 crore to Rs 2,988 crore.

Peninsula Land, DS Kulkarni, and Arihant Foundations are among the other developers whose market cap has risen more than 10 times in the last one year. Even BF Utilities, which has merely intentions of turning into a developer, has seen its market capital cross Rs 10,000 crore.

Then, there are old manufacturing companies which have defunct factories in city limits like Bombay Dyeing and Bata. Announcements that these companies will develop their real estate holdings sent their stock prices soaring. NOIDA Toll Bridge, a company which owns a bridge across the Yamuna in Delhi and has barely broken even, has seen its market cap go up five times on real-estate buzz.

ET Big Bucks tried to investigate what has exactly led to such rise in valuations. There is very little equity research on any builder. Analysts don’t cover most of these stocks. Apart from a reputed company like Mahindra Gesco there is hardly any institutional holding is most other builders.

Some reports came out last week on DLF, whose IPO is just around the corner. Traditional companies like Bata or Bombay Dyeing are a different proposition; there is some institutional holding there. So, it does appear that there is an information gap in the market on these companies.

The P/E of these stocks cannot be calculated because past earnings are minuscule. The common trigger behind the extraordinary performance of these stocks is the surge in property prices across metros in the last two years.


Prices in metros of Delhi and NCR region, Mumbai, Bangalore, Chennai, Hyderabad and Pune have seen an around 30-50% rise. In many areas, prices have more than doubled. This has focused attention on companies – real estate developers or otherwise- which have considerable ‘land banks’ to cash in on the boom. Land bank basically refers to the land that the companies own (directly or indirectly).

As per ET Big Buck sources, Ansal Properties has a land bank of 1,200 acres, Bata India 262 acres, Indiabulls 167 acres and Arihant Foundations 126 acres. Delhi- based DLF, which will soon come with an IPO, is the largest player.

It is currently developing 1,372 acres with additional 2,893 crore acres of land for future development. Data for Unitech is not available, but it is believed to be the second largest builder in the country after DLF.

The problem arises when analysts start putting numbers to land banks that a company owns. The current high property prices makes the value of the land bank look rosy, but such values may not even sustain beyond three years. Some of the land banks that companies own are expected to be developed over the next 5-10 years.

In other words, the value of the land can be ephemeral. Take for instance, DLF’s case. Its land bank value, according to a real estate consultant, is worth Rs 77,200-84,969 crore. However, the project development on this land could continue well into ’15.

The valuations also build in astronomical growth in operations. A research report on DLF says it has developed 28.5m sq ft since 1949. It will develop another 88m sq ft in the next three years.

For traditional companies, like Bata and Bombay Dyeing, the valuations look a little saner. Bata is fetching higher valuations, thanks to its Bata Nagar project in Kolkata. It has a land bank of 262 acres, which could be roughly valued at Rs 1,140 crore.

As per reports, the company doesn’t have plans to sell the land, but will lease it out. It is developing 9m sq ft of space of which 7m sq ft will be residential and 1.5m sq ft will be for an IT park. This could be potentially upwards of Rs 2,500 crore. The company’s market cap is around Rs 2,000 crore, not too out of sync with the underlying value.

In a nutshell, the issue of valuing real estate is a not an easy one. Since at this point, many of these companies have only assets and no income, traditional methods like discounting earnings are hard to apply. So, if you think you can’t decipher the fundamentals of such stocks, then the safest option is to simply stay away from them.

News: Samsung offers rental-sharing to enlarge franchisee base

(TNN 16/05/2006) New Delhi - In one of the first instance of its kind, Samsung, is believed to be considering a proposal for a long-term rental sharing agreement with its franchisee operations.

This is a result of the rising real estate costs in large cities including Delhi & NCR which is making it difficult to find stand-alone investors, to put large sums of money for the infrastructure, given the gestation period involved.

Though rental sharing is not new, companies, usually stretch it to 5-6 months at the maximum. This would be one of the first cases where a large company, might go long, on rental partnerships with its retailers.

According to sources, Samsung is evaluating the idea of sharing rental for its large exclusive retail stores called Samsung Plaza which are spread over retail spaces exceeding 1.5 lakh square feet.

At present, there are 70 such Samsung Plazas in India mostly in Tier I cities and the company is taking this number up to 100, by the end of this financial year.

A senior Samsung official told ET, “This particular format, demands a huge retail space and due to increasing real estate costs, not many dealers are vouching for it.

As a possible incentive, the company is harping on a rent sharing model, in which half the rent will be borne by the retailer, and the other half directly by the company.”

When contacted Ravinder Zutshi, deputy MD of Samsung India, said, “There have been some proposals from the retailers but we have not taken a call on it. As on date we have only been investing in the interiors of these stores and we have not got into the rent sharing model as yet.”

According to real estate experts, the developments are related to the rate at which commercial rentals have increased, over the last few years.

“Though rents of commercial properties have shot through the roof, the dealership margins in consumer durable products have not increased that significantly.

Sooner or later, most companies in this segment will surely come out with various ways to help their large format dealers cope with real estate price movements,” said an industry source.

Adds Harminder Sahni, senior partner, KSA Technopak, “Similar trends have already existed in lifestyle retail. Most brands have shown a tendency to work in a partnership with the retailer. Increasingly, my feeling is that the same will happen in consumer durable retail as well,” he said.

News: High demand heats up India real estate

(NYT 16/05/2006) Bangalore - Forged land titles, the possibility of corruption, high taxes? No matter. India's real estate market is getting very, very warm.

It may still be a fragmented industry with high transaction costs and an absence of openness, but it is whetting the appetites of domestic and overseas investors. In India, changing government policies and a focus on infrastructure are driving up the demand for housing developments, malls and offices.

"For investors seeking the high returns that are no longer possible in the mature European and North American real estate markets, India and China are hot," said Prakash Gurbaxani, the chief executive of TSI Ventures in Bangalore. "Every foreign investor group, including pension funds, high-net-worth individuals and private equity funds, are all looking at this sector."

TSI, a joint venture of Tishman Speyer Properties of New York and ICICI Bank, which is based in Mumbai, plans to invest more than $1 billion in the industry in the next few years.

In the past, investors were wary of the opaque business practices in Indian real estate. The land laws were archaic, mortgage financing was expensive, and the quality of the developments was poor.

But these days, India's real estate market, valued at $12 billion, is expanding at an annual rate of 30 percent. Analysts at Merrill Lynch predict that the market will grow to $90 billion in 10 years.

Foreign and domestic investors are eagerly scouring this market, but only recently has real estate begun attracting meaningful amounts of capital, said Rajesh Khanna, managing director in India of the private equity firm Warburg Pincus. In the past year, Warburg Pincus has dedicated a third of its resources in India toward creating and evaluating real estate investment opportunities.

Next month, the real estate developer DLF Universal plans to hold a public offering that is expected to raise more than $3 billion in what is billed as India's biggest share sale. It would top public offerings like the government's $2.3 billion share sale of Oil & Natural Gas two years ago.

Kushal Pal Singh, the chairman of DLF and one of India's richest men, is credited with turning a sleepy New Delhi suburb into a bustling zone of fancy malls and offices. DLF has projects in 18 cities and plans to expand to 36.

Last year, India's government eased restrictions on foreign ownership of real estate, construction and housing companies. Foreign developers can have wholly owned subsidiaries in India if they invest $10 million. Foreign companies can build commercial and residential buildings if the projects exceed 50,000 square meters, or 538,000 square feet.

Last month, the California Public Employees' Retirement System invested $100 million in a real estate fund floated by IL&FS Investment Managers of India. In March, Morgan Stanley's real estate investment arm said it would pay $68 million for a minority stake in an Indian property firm, Mantri Developers.

Warburg Pincus, too, is negotiating for several real estate investment opportunities, including technology office parks.

"We see ourselves investing a few hundred million dollars in real estate in India over the next couple of years," said Khanna, the India managing director.

More than a third of India's population of more than a billion people is under 25 years old. Such a young populace, coupled with low mortgage rates, is making the housing sector buoyant.

At the same time, the outsourcing industry, which is growing more than 30 percent a year, has helped transform the commercial real estate industry. According to Merrill Lynch, outsourcing will create 200,000 jobs a year and demand for more than 15 million square feet of commercial space every year.

News: Good times here to stay, says upbeat India Inc

(BS 16/05/2006) New Delhi - An overwhelming percentage of Indian companies believed that the current economic conditions were better than what they were six months ago and that the good times will continue to roll.
In a survey conducted by Ficci to measure business confidence, 85 per cent of the respondents expressed that the current overall economic conditions were moderately to substantially better compared to the last six months.
Almost 439 companies from various sectors like textiles, telecom, pharmaceuticals, financial services, food and beverages and business process outsourcing, with turnovers ranging from Rs 1 crore to Rs 89,000 crore took part in the survey.
The survey is based on responses from the heavy industry sector (48 per cent), light industry (35 per cent) and services (17 per cent). Ficci President Saroj Poddar said all the three confidence indices computed in the present round of the survey had taken a value in the significantly optimistic zone.
The current conditions index stands at 74.2, the expectations index stands at 76.1 and the overall business confidence index has taken a value of 75.5.
Further, nearly 80 per cent of the participating firms expected overall economic conditions to be moderately to substantially better in the coming six months.
Seventy-seven per cent of the respondents said the current performance of their industry sectors had been moderately to substantially better as compared to the last six months.
Industries' outlook for the performance in the near future is very positive with 81 per cent respondants looking forward to a much better performance of their industry sectors in the next six months.
At the companies’ level, 74 per cent of the respondents reported a “moderate to substantially better” current performance compared to last six months, while 20 per cent reported to have sustained their level of performance.
Riding on the booming economy, India Inc has projected a better performance in the next six months of the current financial year. Companies’ outlook on all operational parameters like sales, selling price, profits, investments, employment and exports has improved further, according to the
Federation of Indian Chambers of Commerce and Industry survey
The strengthening domestic and overseas demand have resulted in higher capacity utilisation levels. Indian companies also expect that in the next six months employment generation would be much higher, not just in the services sector but also in manufacturing.
According to Ficci's quarterly business confidence survey (BCS) for the last quarter of 2005-06, “The improved economic and business outlook augursss well for the overall industrial and economic performance in fiscal 2006-07, and a consecutive fourth year of high growth is well within reach.”
The performance of Indian economy has seen a quantum jump and it is moving on to a new growth trajectory, the survey pointed out.

News: Coffee Day parent brews plans to double presence

(BS 16/05/2006) Mumbai - The Amalgamated Bean Coffee Trading Company (ABCTC) is looking to double its retail presence in the country. With the expansion, the company, parent of the coffee chain Cafe Coffee Day, will enter the Rs 1,000 crore club.
Naresh Malhotra, director, ABCTC, said the expansion would take place over the next 18 months. The increased number of stores is expected to contribute by 50 per cent to the total turnover. At present, the company's revenue is just above Rs 350 crore.
The company has just opened its 300th outlet in Mumbai and will be opening another 3-4 shops a week to take the number to 500 by June 2007.
Malhotra added that in addition to the existing cafe in Vienna, the company would be opening another one there in that city this month. Besides it is looking at another 20 cafe's in and around Austria.
"We are focussing on the German-speaking countries initially apart from cities such as Prague and Budapest," he said.
The company will also start retailing two of its coffee blends, Dark Forest and Monsoon Malabar, both through the cafe as well as through wholesalers in Vienna this month. It will also sell other merchandise such as mugs and mints at the cafes.
In the domestic market, merchandise contributes about 10 per cent to the company's total turnover.
Malhotra said the company would go in for debt funding through the International Finance Corporation to fund its expansion plans. At present the company has 300 cafe's, 8,400 vending machines, 320 express outlets and 370 Fresh & Ground outlets.
The company is looking to double the number of all these outlets. The average investment per cafe is about Rs 25-30 lakh.
The company is working towards bring down this cost with the economies of scale coming into play with its increased presence.
The company already has an arrangement with Air Deccan for in-flight catering, besides being in talks with other low-cost airlines.

News: Indians are going places

(DNA 16/05/2006) Mumbai - The economic buoyancy on the ground seems to be fuelling a rush in the air, with an increasing number of people flying out of the country every year.

Improvements in air connectivity, falling prices, vigorous marketing of packages by operators and the easy availability of cheap funds are all coalescing to create a boom of sorts.

Only, even as 6.5 million trips go out of the country every year, almost 5 million are uninsured. This, at a time when a basic cover is well within the reach of most travellers.
When Kamesh Kaisare decided to visit his brother’s family in the US, for example, he got a one-month policy cover for himself, his wife and six-year-old son — for just Rs 2,592.

And what all did it assure him of — $2,500 in case of accidental death and disability, $100 for delay in delivery and $250 for loss of checked baggage, $500 as cash advance, $250 for loss of passport, $5,000 towards medical expenses, $1,000 as personal accidental liability and $10,000 for personal liability.

The policy also assured them $500 in case the trip was cancelled and $200 if it was curtailed, besides a daily hospitalisation allowance of $25 per day to a maximum of $300 and $20 per 12 hours to a maximum of $120 for trip delay.

What’s more, it also offered a burglary cover of Rs 1 lakh for their home in India during their absence. “It also offered $250 for a golfer’s hole-in-one bash,” said Kamesh.

“It’s always that feeling that misfortune will strike my neighbour, not me,” quips Sudhir Menon, head, travel insurance and worksite management, ICICI Lombard General Insurance. Barely two out of 10 Indians travelling abroad bother to take a travel insurance cover, he points out.

“Also, 60-65% of the trips are to neighbouring and South East Asian countries, and the proximity perhaps lends them a feeling that there is no need to buy insurance,” says Menon, pointing out that hospitalisation costs in Hong Kong or Singapore, can also be very expensive.

The overseas travel insurance market is growing at 30% a year and is likely to touch Rs 260 crore by the fiscal-end, compared with the overseas travel industry growth of 18% a year. Menon feels the industry’s full potential is over Rs 600 crore.

The insurance providers are aggressively target segments where there is a niche or potential. ICICI Lombard, for example, has the Bronze Plan aimed at those travelling to neighbouring countries, and a salt-and-pepper plan that covers elders up to 85 years of age, among a host of individual and family plans.

It is also focuses on the student segment, where there is a “genuine need,” says Menon. Bajaj Allianz has also introduced products for travellers to Asian countries even as it reaches out aggressively students and senior citizens.

“The Asian travel segment has been a late introduction, but the other segments we’ve had for a long time. The most important development, though, has been our tie-up with service providers abroad to ensure hassle-free and cashless services through a toll-free number,” said Kamesh Goyal, CEO, Bajaj Allianz General Insurance Co Ltd.

But, there is still a lack of awareness, says Menon, pointing out how many students still prefer to buy a cover after arriving in the US or the UK, even though it works out cheaper from here.

“Also, the cover should ideally apply right from the time you leave home to the time you are back home,” he avers, adding, ICICI Lombard’s home-to-home insurance product went live earlier this month. “And we also cover conditions like pregnancy or mental disorder, which would normally be in the list of exclusions there.”

News: Foreign automakers boost production in India

(AP 16/05/2006) Chennai - Motorbikes, auto-rickshaws and wandering cows are increasingly sharing India's chaotic streets with shiny new foreign cars, another sign of the country's historic economic expansion. The world's biggest automakers are opening factories and ramping up production in India, where demand is being fueled by rising incomes, cheaper loans and a growing network of roads.

For upwardly mobile professionals like Parimala Rao, a 47-year-old newspaper editor in this southern Indian city, there's no going back to overcrowded buses after she bought a fully loaded Hyundai Santro about a year ago. "It gives you an incredible amount of flexibility and freedom," Rao said. "It's so much more convenient. It gives me more time at home and more time at work."

Foreign auto companies are angling for their share of one of the world's fastest-growing car markets. General Motors Co, Ford Motor Co, BMW AG, DaimlerChrysler AG, Honda Motor Co and Hyundai Motor Co have all recently announced plans to expand production or build new assembly plants in India.

Last year, about 1.2 million cars and light trucks were sold here. That number is expected to increase by about 9 per cent annually over the next five years, according to JD Power and Associates, a global market research firm based in Westlake Village, California.

The Indian market is still tiny compared to that of the US, where about 17 million vehicles were sold last year. But with a population of 1.1 billion and an economy that has averaged 8 per cent growth over the past three years, it has a lot of room to grow.

Pete Kelly, an auto industry analyst for JD Power, said the country's young population and improving roads bode well for the fledgling car market, but warned about the potential impact of rising fuel costs or an economic downturn. "There's no question this market is going up quite rapidly," Kelly said. "We're seeing huge potential and high risk."

The proliferation of foreign cars on Indian roads shows how much the country has changed over the past decade. Until the 1980s, the market was dominated by the Ambassador, a car based on a 1950s British model whose look hadn't changed for decades. Its manufacturer, Hindustan Motors Ltd, had a near monopoly until the government began dismantling the state-run economy in the 1990s. So far, India hasn't been too lucrative for foreign automakers, which must compete in a marketplace dominated by small, compact cars that sell for as little as $3,000 and leave slim profit margins.

Foreign firms such as BMW are building brand recognition that they hope to capitalize on later when more Indians can afford larger, more expensive vehicles, Kelly said. "We don't see big profits for them there for a while," Kelly said."These small cheap cars are going to be pretty dominant for a while."

But the industry's long-term prospects look bright as more Indians join the swelling middle class, which views car ownership as a key step toward a better life. Banks and other financial institutions are competing to offer low-interest loans to car buyers, making it easier for them to buy their first vehicles or trade up for newer models.

"It's for utility and convenience, but it's also a symbol of pride, strength and status," said D.V. Venkatagiri, regional secretary for the Indo-American Chamber of Commerce in Chennai. Venkatagiri, 32, bought his first car, a used Suzuki Maruti compact in late 2004 and hopes to buy a bigger vehicle for his growing family in the next few years.

"If you come in a car, people respect you more," said Venkatagiri. "If you come on a bike, they won't respect you."

The Indian government is also preparing for a car-driven economy, with plans to spend $45 billion to widen and pave 31,000 miles (49,900 kilometers) of roads and highways by 2012. For now, most drivers must jostle for space with exhaust-spewing buses, trucks, motorcycles, bullock carts and motorized rickshaws on aging streets built for much less traffic.

Many foreign car companies are setting up shop around Chennai to take advantage of its large port on the Bay of Bengal, its skilled technical work force and its large base of auto parts suppliers.

Inside Ford's sprawling assembly plant on the outskirts of Chennai, hundreds of young workers in blue uniforms weld frames, paint auto bodies and install engines in sedans and station wagons Ford, the second-largest US automaker, may be shuttering factories and laying off thousands of workers in North America, but it's boosting production and adding to its network of 115 dealerships in India.

The Detroit automaker sold 24,000 vehicles in India last year, up from 15,000 in 2002, said Arvind Mathew, Ford India's president and managing director. It sold 14,000 vehicles during the first three months of this year, nearly double the sales during the same period last year.

"Clearly, India as a country has huge potential,'' Mathew said, adding that there only nine cars for every 1,000 people in India, compared with 500 cars per 1,000 people in North America and Europe. "Indians traditionally never made it far from home," said Mathew, a native of India who lived abroad for more than 20 years before Ford transferred him to Chennai in 2003.

"With the growing car culture, you see people traveling more. People are far more mobile." New car owners say driving has changed their lives. Rao has cut her commute time from one hour to 20 minutes and is seeing more of the country on family road trips. But she's also spending less time on her feet.

"In a way, it's made me more lazy," Rao said. "In the past, if I needed to buy a sack of potatoes, I would walk to the store. Now, we just say, let's take the car."

As more Indians get behind the wheel, environmentalists worry that the explosion of new cars will lead to more pollution, traffic, oil consumption and emissions of "greenhouse" gases blamed for global warming.

Dan Becker, who directs the global warming programme at the San Francisco-based Sierra Club, said he hopes Indian officials will avoid creating a US style transportation system built around cars rather than public transit.

"They can learn a lot from the mistakes that we made," Becker said. "They can weigh the advantages of a car-dependent society versus the many disadvantages."

News: ABN AMRO future leaders fund debuts

(ACERC 16/05/2006) Mumbai - ABN AMRO Mutual Fund's ABN AMRO Future Leaders Fund has debuted at Rs 10.41 per unit as against a face value of Rs 10 per unit. The scheme re-opened for fresh investments and sales on Monday.

The New Fund Offering of ABN AMRO Future Leaders Fund closed on April 12, 2006 with subscriptions of over Rs 665 crore from more than 74,000 investors.

ABN AMRO Future Leaders Fund is an open-ended equity scheme was launched on March 13, 2006. The objective of the scheme is to seek to generate long-term capital appreciation by investing primarily in companies with high growth opportunities in the middle and small capitalization segment, defined as 'Future Leaders'.

The fund will emphasize on companies that appear to offer opportunities for long-term growth and will be inclined towards companies that are driven by dynamic style of management and entrepreneurial flair.

The fund will charge now entry load of 2.25 per cent in respect of each subscription / switch in of units for an amount less than Rs 5 crore. No entry load is payable for switch-in from other equity schemes of ABN AMRO Mutual Fund into the scheme. CDSC of 1.5 per cent for investments less than Rs 5 crore, if redeemed within 6 months and 0.75 per cent if redeemed after 6 months but before 12 months from date of allotment. CDSC of 2.25 per cent for investments equal to Rs 5 crore and above if redeemed within 12 months from date of allotment.

News: 'Indian firms should promote Wimax tech'

(BL 16/05/2006) New Delhi - Indian companies should take interest in promoting Wimax technology, which will enable broadband wireless networks in urban as well as rural areas, experts said today.

"There is a lack of participation from the Indian side. We will like more and more Indian companies to come forward and make Wimax a success in India," Sunil Kumar, Liaison and Regional Director, Wimax Forum India said here at the Wimax seminar.

“India's growing economy combined with a huge demand for broadband makes it a large market for our technology and equipments,” he said.

With a view to tap the potential of Indian market, it is essential that India be adequately represented at global forum of Wimax, he said.

He said that Wimax forum would work closely with regulators and other Government bodies to create a viable environment in terms of spectrum and other licensing mechanism for the success of its technology.

The Wimax forum works to facilitate the deployment of broadband wireless networks by helping to ensure compatibility and inter-operability of broadband wireless access equipment.

Monday, May 15, 2006

News: Plea to adopt Buddhist economics

(HT 15/05/2006) Colombo - Sri Lanka's Buddhist economists say that the cure for world-wide ills like poverty, inequality, insecurity and violence lies in abandoning Western economic theories and models and adopting Buddhist economics - economic principles enunciated by Gautama Buddha, 2550 years ago.

The Buddha proposed that the pursuit, accumulation and use of wealth be guided not only by self-interest but also by social responsibility and compassion for the less fortunate and the less endowed.

If this dictum is followed, the world will not be torn by the horrible conflicts and tensions that it is today.

Fantastic strides in technology, mass production of an array of goods and faster communications have not made the world a better place to live.

These advances have only increased economic, social and political disparities; poverty, national and international instability; armed conflicts; terrorism and counter terrorism; and a sense of fear and insecurity.

To fight pervasive fear and insecurity, elaborate and expensive security systems and deterrents are put in place.

Defence budgets have soared even in the poorest countries.

It is in the light of these developments that Prof JW Wickramasinghe, of the University of Sri Jayawardenepura in Sri Lanka, has a made a strong plea for the adoption of Buddhist economic principles, which stress compassion, altruistic sharing, and a social, as opposed to a purely individual-driven approach.

Buddhist economics replaces "self-interest" by "peoples' interest" as the driving force or rationale of economic activity.

Grim picture

In his work Buddhist Theory of Development Economics published by the Buddhist Cultural Centre, Dehiwela, Sri Lanka in 2002, Wickramasinghe paints a grim picture of the present state of the world.

He then contrasts the prescriptions of the traditional Western economists with those of the Buddha as contained in his numerous "Suttas".

Quoting the Human Development Report of 1998, he says that 75 per cent of the world's population lives in the developing countries, but they enjoy only 20 per cent of the world's total output.

Fifteen per cent of the world's population, living in the industrialised countries, enjoys 70 per cent of the global income.

The infant mortality rate in the developing countries is seven times that in the developed countries.

In 1996, the value of exports of all developing countries amounted to US$ 26 billion, which was only 10 per cent of UK's exports.

The developing countries had been losing up to $700 billion in annual export earnings as a result of the trade barriers maintained by the industrialised countries.

"Had the poorest countries been able to maintain their share of the world market at the mid-1980s level, their average per capita incomes would be $32 a year higher, a significant increase over today's figure of $228 a year," Wickramasinghe notes.

"The export earnings of developing countries could rise by $127 billion a year if developed countries opened their markets to textile and clothing imports."

"In 1998 alone, the total agricultural support in the industrialised countries amounted to $353 billion, more than triple the value of official development assistance," he points out.

Poverty and inequality have only been increasing with economic growth. In other words, economic growth has not led to economic development.

Again quoting the Human Development Report of 1998, Wickramasinghe says that the ratio of the income of the top 20 per cent to the poorest 20 per cent was 30 to 1 in 1960.But by 1994, it had gone up to a startling 78 to 1.

In 1982, the developing countries owed $647.2 billion to the developed countries. But by 1993, it had jumped to $1162 billion.

The Net External Debt, as a percentage of the GDP, had risen from 37.1 per cent in 1982 to 43.6 per cent in 1993.

The total number of people below the poverty line (earning less that $1 per day) increased from 1195 million in 1987 to 1300 million in 1993.

In 1993, more than 160 million children in the world were moderately or severely under nourished. Half a million women in the developing countries died each year during child birth.

And to contain the intense competition and tension in the world, created by Western economic theories and policies, countries have been spending enormous amounts on defence.

In 1995, global defence spending stood at $ 800 billion, of which the poverty stricken South Asian countries accounted for $15 billion, says Wickramasinghe.

Disparities in Sri Lanka

Disparities have been increasing in Sri Lanka, an avowedly Buddhist and democratic country.

Using the Consumer Finance and Socio-Economic Survey data, Wickramasinghe points out that while in 1973, the lowest income recipient decile got 1.8 per cent of the total, it steadily fell to 0.40 per cent in 1985-86.

On the other hand, the highest income receiving decile, which got 29.98 per cent in 1973, secured 49.30 per cent in 1985-86.

Individual orientation at fault

The root cause of all this is the basic precept of Western economic science, which is that the ultimate objective of all economic activity is maximisation of the satisfaction of the individual.

Economists like Adam Smith believed that self-centered pursuit of economic activity would lead to perfect competition, and this would eventually level society.

But this has not happened, says Wickramasinghe.

Change of heart needed

What one sees is the very opposite. The development of capitalism and globalisation has only resulted in the widening of disparities.

This has been due to the almost complete disregard for social welfare, equality and the common good.

Modern states have used instruments like taxation, welfare measures and affirmative action to narrow the disparities.

But these have not been very effective, except in a few Scandinavian countries.

What is needed, according to Wickramasinghe, is not only the replacement of the "self-centered" approach by a "people-friendly" approach but a change of heart, that is, change at the individual level.

Individuals have to internalise the "people-friendly" approach. Only then will the new system work smoothly and last long.

This calls for a deep study of Buddhism and the adoption of its basic principles.

Buddha's prescriptions

In contrast to Adam Smith's contentions, the Buddha says in the "Kosambiya Sutta" that when a person consumes wealth only by himself without sharing with others, he generates social unrest through jealousy and ill will. Unrest manifests itself in stealing and civil commotion.

While Western economics is based on greed, an insatiable appetite for wealth and generation of wealth, the Buddha's economics rested on production and acquisition of wealth without a trace of greed.

Greed to him was the root cause of inequality and subjection, and the consequent unrest, destruction and radical change.

The Buddha was acutely aware of the power of greed and Wickramasinghe quotes him as saying in the "Rajja Sutta" that "even if the Himalayan mountain is transformed into a mass of gold, it would not be sufficient to satisfy the craving of a human being!"

The Buddha foresaw the consequences of greed-driven economics in the " Chakkavatti Sihananda Sutta". He decried craving in the "Ratthapala Sutta".

The Buddha wanted people to produce wealth and consume it in the right way in the "Rasiya Sutta".

He said that people should ask themselves the following questions: "Was the wealth accumulated in the right, ethnical way? Was unfair means used? Whether consumption of it will deprive others of consumption? Whether one is developing a needless attachment to the article of consumption?

Meaningful charity

Distribution of wealth in the form of donation and other kinds of sharing is the cornerstone of Buddhist economics.

Wickramasinghe quotes the "Sanyuktta Nikaya, Sedaka Suttas" to say that protection of others is the protection of oneself, since it obviates the need for measures to protect one's wealth and person.

"Apart from the mental satisfaction one derives from a donation, it reduces the cost of enjoying wealth," he observes.

The Buddha laid out four principles for the use of wealth:

1. To make one's mother and father, children and wife, servants and workmen, and friends and comrades, happy and cheerful.

2. To make oneself secure from misfortunes.

3. To make offerings to relatives, guests, the ancestors and deities.

4. To give gifts to ascetics and Brahmins.

Middle Path

The Buddha was against both over indulgence and self-mortification or self- denial.

In the "Nivapa Sutta" and the "Dhammachakkappavattna Sutta" he criticised over indulgence because he detested craving. But he decried self-mortification and self-denial also. These were useless he said.

He advocated the Middle Path in personal, social, political and economic life.

The Buddha said wealth must be pursued and enjoyed without lustful attachment (Bhogha Sukha). And it should subject itself to universal compassion (Karuna).

However, the Buddha was against charity for its own sake. He wanted donations to enable the less privileged to get the wherewithal to make a better living.

The less privileged should be enabled to stand on their own feet and not be abjectly dependent and indolent.

He condemned laziness in the "Mala Sutta".

Misinterpretation of the Buddha

Buddhism is often misinterpreted as a fatalistic religion, in which the pursuit of pleasure (or life itself) is decried as the cause of unhappiness or "Dukka".

Buddhists are expected to cultivate "detachment" and work towards total liberation or "nirvana".

These dictates are considered to be anti-economic activity or anti-development.

But Wickramasinghe considers this view a "sad misunderstanding".

He says that the Buddha never decried worldly or mundane activities. All he wanted was a combination of economic and spiritual values for the sake of obtaining the maximum, all round benefit, for the individual and the society.

This was stated in the "Dwichakku Sutta"

The Buddha was acutely aware of mundane problems. He gave foremost importance to the fighting of hunger.

As per the Dhammapada, there is no pain greater than hunger. It is treated as the most serious illness.

The utter practicality of Buddhism is reflected in the fact that its early followers were traders and that it was through trading communities rather than professional missionaries per se, that it spread to all parts of India, and South and South East Asia.

The spiritual cum rational character of Buddhism was noticed and appreciated by no less a person than the renowned scientist Albert Einstein.

Writing about his concept of religion of the future, Einstein said: "The religion of the future will be a cosmic religion. It should transcend a personal God and avoid dogmas and theology.

Covering both the natural and the spiritual, it should be based on a religious sense arising from the experience of all things, natural and spiritual, as a meaningful unity. Buddhism answers this description."

News: Idli, pizza vie for Indian plate space

(TNN 15/05/2006) Mumbai - Popular desi makes like idli, dosa and vada in Tier-II cities will soon face competition from modern fast food brands like Dominos, Pizza Hut and Cafe Coffee Day, among others. Fast food chains are looking at Tier-II cities for their next growth phase, thanks to improved disposable incomes that have encouraged the trend of ‘eating out’.

“Our formats in places like Bhubaneswar and Baroda would have to be larger formats with dine-in arrangements, since in Tier-II cities people treat eating out in a more integral way,” says Ajay Kaul, CEO, Domino’s India


Domino’s, which has 105 outlets across the country has investment plans lined up to add 30 more outlets this year, five of which will be in Tier-II cities.


McDonald’s India is completing ten years this year and as a part of their expansion plans, has chalked out Rs 400 crore for developing 100 outlets and 30-40 kiosks in the next three years. The chain will also be looking at expanding in Tier-II cities with a focus on its distribution system.


“There is a huge opportunity in these cities as people are aspirational and already consume Indian fast food like idli and dosa. Also, hill stations, which are usually situated in class I & II cities have a huge floating population, mainly comprising people from metros,” says Jagdeep Kapoor, MD Samsika Marketing Consultants.


Cafe Coffee Day (CCD), which recently marked the opening of its 300th store in India, has a presence on highways and temple towns, which are in Tier-II cities, and is also looking at places like Bharatpur, Muradabad and other cities for its next level of growth. “In Tier-II cities where we have one cafe, we are starting another one this year. For instance, we have one each in Raipur, Nagpur, Chandigarh and Ooty; we will start second ones in these places,” says Naresh Malhotra, director, CCD.


Pizza Hut, which also completes ten years in India, has city-specific promotions through in order to gain brand popularity. “We see a very positive response from Tier-II cites with our Rs 75 meal. Also, with the development in real estate, we are keen on establishing flagship stores in these cities as customers now relate to our brand,” says Sandeep Kohli, MD India, Yum! Restaurants International.


There are a few changes in the menu that chains consider when customising their menus which are suited to the diner in Tier-II cities. Also, the prices are 5-10% lower than in metros. “There is a slight tweaking in the menu, like seasonal variants and geographical preferences.


In Rajasthan, for example, we offer potlis, which is a popular snack there and in the same way, the north prefers sweat fillings while in the south, the fillings are slightly spicier,” adds Mr Malhotra.

News: Move over Wharton, IIT is here

(TNN 15/05/2006) New Delhi - Brand IIT may have just got bigger. This year, for the first time, investment firms, which usually hire management graduates from Princeton, Wharton and MIT, were seen knocking on the doors of IIT Delhi to recruit engineering graduates for finance jobs.

The annual pay packages are in the range of $60,000-100,000 . the same amount that a Wharton or MIT graduate for the same position would be offered. Out of the batch of 450, about 25 have got offers from I-banks like Merrill Lynch, PIMCO, Deutsche Bank, Goldman Sachs, UBS and Lehman Brothers. Rachit Jain,who has got an offer of $100,000 from Pacific Investment Management Company (PIMCO), is elated.

"I had planned to do an MBA and only then was I expecting to be made such a lucrative offer. Had this not worked out, my career would have charted a different course.' Geetanjai Mittal, an associate with Merrill Lynch, said: "We usually hire students from MIT, Wharton and IIMs, and many of them have an IIT degree too. So this year, we decided that we might as well hire directly from IIT.' Students are essentially being hired for finance jobs . which have traditionally been considered the preserve of MBA students.

"An MBA degree is not mandatory for these jobs.What's actually required are number-crunching skills which are well-possessed by these engineering students," added Mittal.

What this also means is that many of these students have quit the idea of pursuing an MBA since it would be precisely for such jobs that they would want that degree.

Akhilesh Chaudhary, who has got an offer from Merrill Lynch, has dropped plans to go to IIM Bangalore where he had been selected. "I've been offered an annual package of $60,000, plus a $10,000 sign-on bonus and performance-based incentives, and I'll most probably be posted in London or New York. So this just changes my career plans,' he says.

Amit Aggarwal, who has been offered the position of an analyst at Merrill Lynch, says: "If I went into management after this, it would be because that would allow me to shift into finance. I had got a job with Google, Bangalore and after a few years of work experience, would have gone in for an MBA. Now all these plans appear to be pretty much redundant.'

News: ABN Amro unveils e200m 'sustainable' pvt equity fund

(TNN 15/05/2006) Mumbai - It’s the latest in investment strategy that is catching on the world over and ABN Amro is among the early movers in India. Socially responsible investing is finding increasing acceptance among investors with a number of ‘sustainable’ private equity funds being launched globally.

The Netherlands-based ABN Amro Bank has promoted a global private equity fund for investing in renewable energy and clean technology, which will take off in September ’06. Confirming the development, Herman Mulder, the senior executive vice-president of group risk management, co-chairman of ABN Amro Bank, said, “The e150-200m fund will be used for financing infrastructure projects that are environment-friendly. However, the exact proportion of the fund that would find its way into the Indian market has not been decided as yet.”


The bank has so far identified opportunities for sustainability products and services in areas like futures trading for soft commodities, carbon clearing, carbon trading and finance, financing of renewable energy projects and weather derivatives. In its global sustainability report for ’05, the bank has chosen development of lending products backed by emission allowances and implementation of a global energy efficiency programme as part of its key agenda.


According to the report, the broad action plan for ’06 includes establishing a knowledge centre to provide data on key business sectors, building up on the assessment of the coffee supply chain and investigating the bank’s role in other agricultural supply chains.


The bank also plans to develop a business and risk energy policy to more proactively assess involvements in the energy space. With a view to create a level-playing field in infrastructure-financing on a global scale, the bank is currently in talks with other Indian banks to spread awareness on adherence to the Equator Principles, formulated in co-ordination with the International Finance Corporation (IFC). A senior official of ABN pointed out that most domestic banks are wary that adherence to the Equator Principles could clash with the local regulations and fear the government’s reactions on these issues.


The official further said that although most banks privately acknowledge the need for having such principles in place, there is still a lack of awareness about the internal expertise and infrastructure needed to establish a sizeable presence in the international market.


Essentially, these principles aim at setting up a financial industry benchmark for management of environmental and social risks encountered in project financing. As of now, major multinational banks present in India like Citigroup, ABN Amro, HSBC and StandardChartered Bank have already announced adherence to these principles.

News: Adidas to spend $3mn on India expansion

(BS 15/05/2006) Bangalore - Addressing reporters here after opening the country’s first sport performance centre in Bangalore, Andreas Gellner, managing director adidas India, said the company was looking at opening 90 to 100 smaller format SPCs as well, targeting small and medium towns.
In SPCs adidas displays its sporting association by including fixtures such as product bars that resemble a football field, weightlifting bars, shoes that rest on runners’ starting blocks and fitting rooms that stimulate a locker room feel.
The Bangalore SPC is spread over 9,000 square feet in two levels presenting a broader range of adidas athletic footwear, apparel and accessories. For the first time, over 3,000 square feet of floor space has been set aside for women, said Gellner.
Opening up FDI in retail sector upto 51 per cent for single brands has not excited adidas, “51 per cent does not impact us and we prefer 100 per cent then only it makes a difference,” he said.
Adidas India which has licensed Apache Footwear to manufacture sports shoes in India at Nellore in Andhra Pradesh is to go on stream in September this year.
“The Nellore facility can manufacture 12 million shoes and is expected to cater to both exports and domestic markets,” said Gellner.
“With this the company has attained 40:60 imports and domestic manufacturing in India. In addition to the Nellore plant, the company also has four to five other contract manufacturers making non sports high-end shoes,” he added.
The speciality footwear market in India is estimated to be around Rs 700 crore and is growing at a fast pace at 20 to 25 per cent annually.

News: Pantaloon for more tie-ups

(BS 15/05/2006) Mumbai - "We are looking at tie ups but everything is in the pipeline. We already have tie-up shoe wears like with Galaxy, Liberty, Jenie & Johnnie and Lee Cooper," Sadashiv Nayak, head operations, West Zone, Pantaloon Retail India told Business Standard.
He was in the city for the launch of Fashion Station, a value retail format store targeting youths. The store is the fourth in the country.
Pantaloon will also boost up its food retailing with a total mix of food retailing.
Food business currently contributes about 10-15 per cent of the business in malls which is as high as 40 per cent overseas.
It already has Light Kitchen and an Indian food retail in its stores to provide snacks and food to customers, Anand Aduka, regional manager operations said.
Spread over 22,000 square feet, Pantaloon has invested around rupees four crore in Fashion Station which is excluding the cost of the building and expects sales about Rs 16-20 in the first year.
The retail major has identified 15 cities in the state and plans to open 20 such stores including four more in Ahmedabad, two each in Baroda, Rajkot and Surat. In all it will set up over 50 such station in Delhi, Mumbai, Kolkota, Chennai, Bangalore, Hyderabad, Pune and Ahmedabad in the 4-5 years.
The Rajkot stores are expected by June while those in Baroda and Surat would be ready by August and September.
Fashion Station will house trendy fashion apparel at a affordable price and will target fashion conscious youths. The disposable income of the youth in the city is around Rs 2,500 and the apparel in the stores have taken into account the amount, Nayak added.

News: ‘India becoming trendsetter in commodities’

(PTI 15/05/2006) Mumbai - India could become a price setter in commodities future trading as it is already creating its impact in influencing world prices of gold and oil seeds and in two years it can become price setter for crude oil, said a commodity expert.

"India is already influencing, possibly the price of oil seeds and gold. It is not yet formally declared a price setter as it takes time for the market to realize these chages," Multi Commodity Exchange of India Ltd (MCX) joint managing director Lamon Rutten said.

Since India is in a proper time zone and there is no crude oil contract in the Middle East, India could be price setter for this product, he said.

Rutten who has recently joined MCX has been serving as chief of finance, Risk Management and Information in the commodities division of United Nations Conference on Trade and Development (UNCTAD), Geneva.

Commenting on his thrust areas at MCX, Rutten said apart from spreading the benefits of the market to the countryside he will see that the exchange becomes more international through further alliances and bringing in more foreign users to trade here.

On the risk managemment, Rutten added that apart from the exchanges there is the Forward Markets Commission (FMC) but the growth of the exchanges has been fast so lot of burden of preventing manipulative attempts will be on the exchanges.

He, however, said that, there is a need on the part of the government to strengthen FMC by enhancing the resources to make it fully efficient modern regulator.

News: Back offices in India put retail chains up front

(TNN 15/05/2006) Bangalore - Many Tesco retail outlets in the UK have a unique queue management system. It senses the thermal radiation in the queue at the tills and at entry points. Simply put, this lets the retailer know whether to open new lines to handle longer queues or close some in case there are fewer people.

This software was developed by Tesco’s Bangalore-based back office — Hindustan Service Centre. In many ways, this marks the scaling up of the retailer’s back-office operations in India. It is now set to move more applications and close some of the functions in the UK, as also increase the headcount in Bangalore from 1,300 to 2,000 by the year-end.

The $55-bn Tesco is not the only one scaling up operations in India. The $46bn US-based retailer Target is also ramping up its nascent captive operations in Bangalore. So far, it has engaged third-party vendors like TCS, Infosys and Wipro for maintenance tasks.

Now, it plans to ramp up its 180-strong facility there and reduce work sent to third-party players. Sources said, about 3,000 staff with third-party vendors are working on Target’s tasks. Industry watchers say other retailers like Home Depot, Kroger, Costco and Wal-Mart may also farm out and ramp up back-office retail tasks to India.
This not only helps them shave off 35-45% of their processing costs but will help them cut time-to-market when they do set up shop in India. Says Eugene Kublanov, VP, neoIT, (a consultancy), “Retail offshoring for both IT services and BPO, is set to boom.

Retailers are coming here not only to save costs but also to do some ground work prior to the local market opening up. For retailers like Tesco and Target it’s not just a cost-saving strategy, but also an opportunity to study the local market and engage with local resources.”

In case of Tesco, many of the tasks that it supports out of Bangalore for global operations are no longer done elsewhere. These include functions like fixed asset accounting, payroll for its 250,000 staff and about $30bn worth of payments to suppliers.

It has invested around $40m in India till date. Tesco’s Hindustan Service Center in Bangalore has developed an integrated suite of applications called ‘Tesco in a Box’ which is shipped to any country where Tesco opens a new store, like it did recently in Turkey.

Also, the Bangalore centre will support the British retailer’s US operations, to debut with seven outlets in ‘07.

Says Meena Ganesh, CEO, Tesco Hindustan Service Centre, “The India operations are core to Tesco globally. Some of the functions within applications development, support and financial processing are no longer done in the UK. Now, we are moving pensions administration, store planning and stores helpdesk to India.” However. she refused to comment on the retailer’s plans for India.

So whenever FDI is allowed in retail, majors like Tesco and Target could have a head start.

News: Market frenzy grips Indian real estate firms

(TT 15/05/2006) Calcutta - Given the boom in the real estate market, the DLF IPO is almost certain to be a hot property. One recent indicator is the thumping success of the DS Kulkarni follow-on public issue, which was oversubscribed 32.73 times. Of course, the DLF offer is much bigger, and reports say that it will raise as much as $3.2 billion from the sale.

What’s significant is, this liquidity will be pumped into the real estate market. There are also other indicators of the flood of liquidity that is poised to flow into real estate. Reports suggest that Reliance’s Urban Infrastructure Opportunities Fund is planning to raise Rs 5000 crore, more than a billion dollars, for investments in real estate and retailing. Investors like Calpers and Morgan Stanley have started investing in Indian real estate. It’s the right time, therefore, to bring out a report on the Indian real estate sector. Deutsche Bank has done precisely that — the report is called Building Up India.

It points out how the changing Indian economy will enhance the growth of the real estate sector. But while there is no doubt about the potential of the sector, it’s also true that the money flowing into real estate, including investment in malls and multiplexes, will drive values higher. Markets always overshoot and the real estate market is no exception.

According to Deutsche Bank, around $850 million additional capital was invested into Indian real estate in 2005, much of it as lending by commercial banks to the sector. Private property companies and individuals’ holdings of real estate also grew by 40 per cent year-on-year. With huge amounts being raised this year, it’s very likely that 2006 too will see a high growth. Growth in the housing market too should continue despite higher interest rates, because mortgage debt as a percentage of the GDP is only 5 per cent, very low by international standards.

Deutsche Bank estimates that only 27 per cent of the real estate stock can be classified as investment grade. That means supply is limited, which is why prices are rising so fast. Promoters like DLF will add to the investible stock, which in turn will lead to more funds coming in. The virtuous cycle has started in real estate.

Industrial production

The macro numbers are completely in sync with the excellent quarterly results of corporate India. The latest IIP data shows that Indian industry continues to walk on two legs with both investment and consumption demand contributing to the growth. Consumer durables growth for 2005-06 was 14.6 per cent per cent compared with 14.4 per cent in the previous year. Consumer non-durables too saw a growth of 11 per cent compared with 10.8 per cent in the previous year. The rise in the capital goods index was higher at 15.5 per cent for 2005-06 against 13.9 per cent for 2004-05. The numbers for March, however, show a marked deceleration in growth for capital goods, although consumption still has plenty of steam left.

The category “Machinery and equipment other than transport equipment”, an indicator of investment demand, grew by 8 per cent in March. However, much capital equipment is imported, so this figure does not give an overall picture of the investment demand.

It’s also true that there are signs of a slowing down. IIP growth for March was 7.7 per cent, lower than the 2005-06 growth of 8.8 per cent and well below March 2005’s growth of 7.7 per cent. Similarly, manufacturing growth of 8.9 per cent last March was below the scorching 10.9 pr cent pace notched up in March 2005. But by global standards 8.9 per cent manufacturing growth is not bad at all.

News: Non-resident Indians are taking the return flight home

(DNA 15/05/2006) Mumbai - For decades, West Asia or the Middle East has been a Mecca for Indian job seekers, both blue and white collared.

A strong local currency, low cost of living, and a booming economy ensured that the flights to these nations remained full and placement agencies busy.

However, all this seems to be changing now. Many of the economies are pushing for higher representation of sons-of-the-soil in the job sector.

Coupled with other factors like a robust economy back home and foreign direct investment pouring into new sectors, many Indians are boarding the return flight to find gainful employment here.

To capture this trend, Clarendon Parker, one of the larger placement agencies of the region, has entered India with a view to find opportunities for non-resident Indians (NRIs) and expatriates. Its chairman
Patrik Luby talks to Rabin Ghosh on the kind of opportunities he sees for his clients from the Gulf.

What brings you to India?

I have Indian staff (working with me) and I am aware of Indians as a working group. In the last one year, I have been made aware of the opportunities here. Many of our clients are asking us if we have a base in India. Of our database of 1,70,000 curriculum vitaes (CVs), over 75,000 are Indians.

Is the demand domestic or are you recruiting for your foreign clients?

We will focus only on the inbound placement needs from the Gulf to India. Our joint venture partner Rite Choice will continue to fulfill the outbound needs of candidates in India. We also do placements within the GCC (Gulf Co-operation Council) states. A lot of NRIs we talk to want to come back and take part in the growth opportunities here. If you are unmarried, then Gulf is a great place to stay and earn tax-free income. However, once you have families and the children start growing, we notice that many want to return due to the children’s education, fulfil responsibilities towards aging parents back home etc.

Another factor why a lot of Indians are looking at returning is because many of them have been marginalised due to localisation such as Bahrainisation in Baharain, Kuwaitisation in Kuwait, Omanisation in Oman. As more management jobs get filled by locals, more Indians will return.

How has this affected salaries in the Middle East?

Employers in the Middle East know that the employees would fight to stay on rather than push for salary hikes, because for every job, there are 10 people waiting in line to get in. Hence there are no runaway increases in salary.

Are there any particular sectors that you are looking at to place these NRIs?

We are not a niche placement consultant. We would be servicing industries across-the-board. Our focus verticals would be IT and ITeS (information technology enabled services), telecom, retail, aviation, energy projects, and FMCG (fast moving consumer goods). We would be focussing more on the emerging sectors because there is a shortage of quality experienced professionals here. We would also place expatriates wherever required. We notice that the skills needed in India are more in management areas than for the shop floor level. So, we will typically be looking at placing more middle to senior management people rather than entry level.

What services would you be providing here?

We would be offering our full bouquet of services like permanent recruitment, NRI recruitment, expatriate recruitment, managed resource centres, salary surveys, employee satisfaction surveys, human resource and training services. We would be investing Rs 1.7 crore in setting up our operations. In the first year, we expect our revenues to be Rs 10 crore, Rs 13 crore in the second year, and Rs 17 crore in the third year. We would be placing India-specific business development consultants in Dubai, Oman and other GCC nations.

Any plans outside of India in the region?

We don’t have any immediate ambitions to look beyond the Asian subcontinent. We plan to have a total of 20 offices in the Middle-East (we already have seven) and India by December. Next year, we would enter Sri Lanka and Bangladesh, and in 2008 Malaysia and Singapore.

News: 'Enhance capacity of Indian airports to handle foreign trade'

(BL 15/05/2006) New Delhi - In a statement the Managing Director, Boeing India and Chairman of the chamber's national committee on `Civil Aviation and Aerospace,' Dr Vivek Lall, said at a time when zero or minimum inventories are the buzzwords across the corporate world, the country has to create strong physical infrastructure to empower trade and industry.

"This is possible only when a strong network of airports are created to serve both the domestic and international markets," said Dr Lall. The chamber was of the opinion that there were over 80 small and large airports that required to be modernised immediately. "A few more greenfield airports should be set up. This will have a multiplier effect on the aviation sector in particular and economy in general," added Dr Lall.

The chamber has estimated that an investment of $10 billion would be required over the next five years to modernise airport infrastructure and create Greenfield projects.

"Innovative funding matrices should be drawn up to plug the resource gap and to reverse the legacy of under-investment in the aviation sector. Private-public partnership holds the key to implementation of such projects in a time bound manner and to tie down the huge resource requirement," Dr Lall said.

News: 'Indian cos to play big role in acquiring global oil assets'

(BL 15/05/2006) Kolkata - PFC Energy, a leading strategic advisory firm in global energy, expects the NELP-VI to be a major draw for the global exploration and production companies.

The consultancy firm is also hopeful of India-based upstream oil and gas companies, led by ONGC and Reliance Industries Ltd, to increasingly play a prominent role in the acquisition of global E&P assets.

Talking to Business Line, the PFC Energy Lead Analyst and specialist on the Indian energy sector, Gauri Jauhar, stated that the oil price boom has resulted in global oil and gas companies enjoying their highest cash reverses in the last 15 years. "These companies are in a position to pay top dollars for E&P assets," she said.

According to her, irrespective of some problems, India is considered to be on the way of opening up its oil and gas sector. Recent developments like passing of the Petroleum and Natural Gas Regulatory Board Bill, 2005 and the move towards creation of required policy framework for sustainable long-term growth of this sector, have attributed positive ratings to the investment outlook of the country. The consultancy firm with client list including major energy companies, financial institutions and governments also rates the countries worldwide on a scale of 27 parameters.

Bright prospects

While not disclosing the ratings for India, Jauhar made it clear that PFC Energy identified substantial business prospects in the country.

On the prospects of Indian companies emerging as major acquirers of global E&P assets, Jauhar commented that the state-owned upstream participants, such as ONGC, OIL, GAIL and others, must balance their international initiatives with their domestic investment obligations as well as the mandates of their Government shareholders.

News: 21 in race for 4 budget hotels of Railways

(BL 15/05/2006) New Delhi - Indian Railways has received 21 bids from hoteliers who want to set up and operate budget hotels on Railways' land in Chandigarh, Vijayawada, Secunderabad and Madurai.

In the first phase, Indian Railway Catering and Tourism Corporation (IRCTC) had invited bids from hoteliers for five sites that included Sealdah as well. However, no hotelier has evinced interest in setting up a budget hotel at Sealdah.

"The Sealdah site already had a built up area unlike other sites which were Greenfield in nature. Probably that explains the reluctance on the part of companies to bid for Sealdah," reliable sources told Business Line declining to share the names of bidders.

Bid award in 1 month

The bids are likely to be awarded within a month's time - provided there are no glitches. They first need to be technically evaluated after which the financial bids would be opened.

Hoteliers have bid on the level of revenues that they would share with IRCTC every year for the 30-year period.

A part of the shared revenue, which is a fixed component, would accrue to Indian Railways in the form of ground rental.

The ground rental varies from site to site and the operator is required to pay seven per cent higher rental every subsequent year.

Operators can fix the tariff levels for the hotel's services.

News: Sanwaria to foray into real estate

(PTI 15/05/2006) Mumbai - In a bid to restructure its business, Sanwaria Agro Oils Ltd on Monday said it will diversify into real estate, warehousing and logistics and foray into the energy sector.

At its meeting held on Monday, the board approved the proposal for diversifying into real estate by developing land already acquired by the group at different places through a separate division and the newly-incorporated subsidiary Sanwaria Infrastructure Ltd.

Sanwaria Agro informed the stock exchanges that it would diversify into warehousing and logistics by creating another division within the company and through Sanwaria Infrastructure.

The decision to start work in the energy sector by creating another separate division and through the newly incorporated subsidiary Sanwaria Energy Ltd was also approved at the meeting.

News: Tata MF launches Equity Management Fund

(UNI 15/05/2006) Mumbai - Tata Mutual Fund announced the launch of a new mutual fund scheme, the Tata Equity Management Fund (TEMF).

The TEMF is initially an 18-month close-ended equity scheme with a weekly exit option for investors during the close-ended period. After completion of this period, the scheme will automatically be converted into an open-ended scheme. This is the first time such a product is being launched in the country.

There is neither entry nor exit load while investing but there would be an exit charge depending on the period of exit in the 18 month time frame. Earlier when the investor used to exit, he had to pay the higher exit charge.

The new fund offer for TEMF will be open from May 15 to June 9.

Ved Prakash Chaturvedi, MD, Tata Asset Management Ltd, said at a press conference today, ''On the one hand, the economic fundamentals look good from a long term view - given a high GDP growth, higher level of expenditure into infrastructure, increased global business for the BPO sector and new opportunities in pharmaceutical and IT sectors. However, in a current sustained bullish market, relative valuations have gone up significantly and investors are now worried about optimisation of returns while investing.'' TEMF brings forth the strategy to minimise the risk and maximise the returns in such a volatile market, he added.

TEMF will invest across market capitalisations in a diversified portfolio of carefully selected stocks. The fund will aim to moderate downside risk to the portfolio through hedging the portfolio using stock or index derivatives, he explained.

He further said that the funds would also capitalise on both, short and long term opportunities through a stock specific or index oriented shorting strategy to enhance the returns.

''The idea behind keeping the investment close-ended was to make it equitable for the investor, manager of the funds as well as the performance of the fund in the market,'' said Chaturvedi.

Sunday, May 14, 2006

News: Tommy Hilfiger to open new Indian stores

(IBN 14/05/2006) New Delhi - Tommy Hilfiger has a new spring in his step. India, where he dreamt up his clothing empire two decades ago, is helping his company pull through even as sales in the US stagnate.

According to the company, around 20 per cent of sales by 2010 will come from India.

India sales have doubled in the one-and-a-half years that Tommy has been in the country and the brand has nine stand-alone stores here.

It is planning to open another 20-30 stores in the next fifteen to eighteen months, which will cost around a million dollars. The company is aiming a number of smaller cities like Hyderabad, Pune, and Jaipur for the same.

The India success has encouraged Tommy to enter the Middle East market with its first flagship store in Dubai this month.

The company says by 2010, around two-thirds of its sales will come from Asia.

News: Iran plans to ship 7.5 mt LNG to India

(UNI 14/05/2006) Dubai - Iran plans to ship 7.5 million tonnes of liquefied natural gas (LNG) to India by 2009.

For shipping 30 million tonnes of LNG to India and China, Iran is seeking to acquire 20 special ships by 2015, Deputy Chairman of the Islamic Republic of Iran Shipping Lines for Trade Gholamhossein Golparvar has said, adding, Iran would need to invest $five billion for the LNG tanker acquisition up to the year 2015.

Golparvar said Iran has 18.5 per cent of the world's gas reserves.

Saturday, May 13, 2006

News: Reliance likely to invest $6-7 b in KG basin

(BL 13/05/2006) Hyderabad - Reliance Industries Ltd on Friday hinted at investing about $ 6-7 billion (about Rs 27,000 crore to Rs 32,500 crore) to tap the huge natural gas potential in the Krishna-Godavari (KG) basin wells.

By mid-2008, the first phase of the gas project in the KG basin will be ready. This project has the potential to add about $20 billion to the GDP, and potentially support10,000 MW of power generation, according to R.P. Sharma, President of Gas Business, Reliance Industries.

Speaking about the potential in the KG basin from a developer's perspective and the company's plans, at a conference on natural gas hosted by the Confederation of Indian Industry (CII), . Sharma said, "Given the current market demand and huge capacity addition in the power sector, where a significant quantity of power is being augmented through natural gas as a fuel, we would be in for a huge shortfall.. "With a hold on 3,40,000 sq. km for exploratory area, we are leaders in the private sector," Sharma said.

"Reliance is extremely optimistic on the overall outlook of the potential in the sector and has initiated several projects, and KG is a priority area. We estimate that there is potential for 10-15 billion barrels from the 16 blocks that we have taken up (of them eight are deep water)," he explained.

The Dhirubhai Ambani fieldis spread over 8,000 sq km, of which barely 20 per cent has been explored. "Of the 15 exploratory wells, we have found gas in 14 wells, and it is estimated that this could have about 14 TCF of gas," he said.

STAGE SET FOR PIPELINE

As a part of this pipeline project, Reliance is in the process of laying down a 1,400-km, 48-inch pipeline from Kakinada to Ahmedabad. The first batch of 10,000 tonnes of pipeline (imported) is set to land in Andhra Pradesh on May 18.

However, Sharma said, "there are certain areas of concern that need to be addressed from a policy perspective, these refer to an independent regulator, code of grid connectivity, tariff rate issues and a pipeline policy. There should be non-discriminatory use of pipeline, offering consumers a choice to pick his supplier".

News: India's Lifestyle plans to open 35 stores

(BL 13/05/2006) Hyderabad - Lifestyle International (Private) Ltd plans to open 35 stores as part of a plan to treble the company's turnover in the next three years.

The company, which registered a turnover of Rs 340 crore last year, is targeting Rs 600 crore this year.

Speaking to newspersons, Kabir Lumba, President, said that of the 35 stores, 27 would be Lifestyle outlets and the rest would be Home Centres by Lifestyle. The new locations for the stores this year would include Pune, Ahmedabad, Noida, and Jaipur.

When opened, Noida would be the largest of Lifestyle outlets with a total area of 1.20 lakh sq ft. In order to tap the new areas, the company planned to open another store in Hyderabad and the fourth one in Mumbai. The company currently runs 10 stores across the country. The one in Hyderabad is the best performing unit, Lumba said.

He was here to showcase the revamped Lifestyle outlet. The revamp, which cost the company Rs 6 crore, was to increase the utility and aesthetics of the 47,000 sq ft outlet, he said.

The company plans to carry out renovation across all the outlets that have completed five years.

News: Indian aviation sector may log 40% growth

(BL 13/05/2006) New Delhi - The Minister for Civil Aviation, Praful Patel, today said the domestic aviation traffic was expected to record a growth of 40 per cent during the current year.

Addressing the Consultative Committee meeting of the Ministry of Civil Aviation, the Minister said while growth during 2005 was 26 per cent it was 20 per cent during the previous year. "With this significant growth rate the Ministry is focussing on redistributing air traffic across the country," said Patel.

The latest figures available with the Government shows that during April-February 2005-06, domestic aircraft movement increased by 15 per cent as compared to the same period during the previous year.

The airports that witnessed major growth in domestic aircraft movements include Amritsar (293.6 per cent), Hyderabad (47.1 per cent), Vishakhapatnam (40.3 per cent), Delhi (24.1 per cent), Cochin (24 per cent) and Bangalore (24 per cent).

Low-cost airlines

Official sources indicate that the main reasons for increase in growth rate were start of new low cost airlines and increase in number of sectors being operated by Air Deccan.

The Government is taking a number of steps to give a boost to the sector. Official sources indicated that the proposed civil aviation policy is likely to provide a host of incentives to airlines operating on regional routes from a single metro airport.

Friday, May 12, 2006

News: Kashmir govt, Dutch firm in horticulture tie-up

(BS 12/05/2006) New Delhi - For the first time, the Jammu and Kashmir government, in collaboration with a Dutch company, has entered into a joint venture to promote commercial floriculture. Both have an equal stake in the venture.
To begin with, the agriculture department has imported about half a million lilium bulbs through the Dutch company VWS (VOSS Pe WAARD Sijm), and planted them at a floriculture centre in Srinagar. The imported bulbs cost 30,000 euros (about Rs 17,000,000).
"This project could be a turning point in the socio-economic transformation of the farmers. There is a great demand for flower buds in the international market, which can be tapped by exploiting the vast floriculture potential in the state," Minister for Agriculture and cooperatives, Abdul Aziz Zargar, said while launching the programme.
The state government has also purchased three imported machines for Rs 14,000,000 from Holland for mechanised sowing and harvesting of the lilium bulbs.
"This is the most important intervention in the agriculture sector. Climate is on our side and we are hopeful that it will take our state to higher levels," Secretary Agriculture Department Nayeem Akhtar told Business Standard.
Kashmir is the only place in India where lilium buds can be cultivated owing to is suitable agro-climatic conditions. The bulbs, after multiplication at the floriculture centres, would be supplied to the farmers for its further propagation and commercial exploitation.
In order to exploit the floriculture potential of the state, the state government has sought help from Bangalore-based Nadeem Ahmed who is Asia's largest floriculturist. He will be a consulatnt to the agriculture department.
Under the partnership agreement, two consultants from Holland will visit the site eight times per crop season to monitor progress of the project.
"Kashmir has a good future and potential for commercial floriculture," Dutch consultant, John Brose said.
According to floriculture experts, India presently imports lilium buds from Holland at a cost of Rs 20 per bulb while bulbs produced in the Kashmir can be exported at only Rs 10 per bud against estimated investment cost of Rs 6 per bud. "Flower bulbs produced in the valley has both cost as well as quality advantage," Zargar said.
Diversification in agriculture under joint venture partnership between the state government and the Dutch company could enable farmers to earn good dividends besides saving foreign exchange.
"The lilium buds are not only imported n the country but in entire South Asia from Holland. So countries in South Asia can import bulbs from us rather than all the way from Holland. Besides there will be no marketing problem since the Dutch company is our partner. They too are optimistic," Akhtar said.

News: Lakme to open eight salons in east India

(BL 12/05/2006) Kolkata - Lakme Beauty Salons (LBS) has plans of opening eight salons in the eastern region by the end of 2006 on a franchise basis.
The first company beauty salon in the region was opened in Kolkata on May 9, 2006.
Currently there are 88 LBS in 35 cities in the country, out of which 60 are franchises.
The chain has plans of expanding in Mumbai, Nagpur, Pune, New Delhi, Baroda, Ahmedabad, Jaipur, Jodhpur, Agra, Faridabad, Kolkata, Guwahati, Cochin and Hyderabad, said Reena Chhabra, business head, Lakme Beauty Salons.
The 1000 square feet salon in Kolkata was set up with an investment of about Rs 25 lakh. However, franchisees need to pay a set-up fee of Rs 6 lakh to Lakme to start a salon. Lakme provides the rest of the services, said Chhabra.
Beauty services at the LBS include advanced skin and hair care and make-up. While facials range from Rs 400 to Rs 1500, haircare services begin at Rs 350. Special manicures and pedicures can be as expensive as Rs 325 and Rs 400, but use reflexology techniques and exotic ingredients like tea-tree extract, spearmint basil and grapefruit.
The beauty experts at the salon have been trained at The Lakme Training Academy in Mumbai.
The Kolkata salon itself would also work as a training centre for aspiring beauticians in the city.
It would also provide customers with beauty tips and consultation along with its services, said Chhabra.

News: MobileNXT to open 9 outlets

(BL 12/05/2006) New Delhi - Bangalore-based MobileNXT Teleservices Pvt Ltd, India’s first mobile retail chain, plans to open nine outlets in the north of the 31 stores to be opened in the country by the end of this year. The company will invest $5 million in the retail outlets over 15-18 months.
Speaking to Business Standard, Romy Juneja, founder and head of operations of the firm, said in the second quarter of this year retail stores would be launched in Chandigarh, Ludhiana, Amritsar, Jalandhar, Faridabad, Ambala, Panipat and Shimla this year.
“The focus of the company will be in Kanataka, Punjab and Haryana to start with.Penetration, population , connection, potential and educational level are the deciding factors for us to focus in the region,” Juneja said.
Currently MobileNXT has launched their first store in Gurgaon and plan to open in Kolkata, Mangalore, Ahmedabad by the June 2006. The stores would be predominant in the tier II and tier III cities where there was a need to create an organised retail format , whereas the company’s presence in metros will be through shop-in-shop formats and malls, Juneja said.
The company is going in for a partnership with Tata Hypermart, where initially it will be present in metros to be followed by rural marts.
“200-400 sq feet is the minimum carpet area we will be looking at with investment varying from Rs 1,500-Rs 2,000 per sq feet,” he added.
The products would be categorized not by brands but by the value they add for the customer from style, music, work, games to value.
In the first year of operation the company targets annual turnover of Rs 47 crore and expects to achieve turnover of Rs 370 crore with the opening of 170 stores.

News: 'India desirable market for US' energy sector investments'

(BL 12/05/2006) New Delhi - Despite not having very large oil and gas reserves, India seems to be a desirable market for foreign investments. According to a recent poll by Ernst & Young, five countries — Norway, Canada, Qatar, India and the United Arab Emirates — emerged to have favourable conditions for US investments in the energy sector.

Driven by high demand and pricing, interest in oil and gas exploration is surging across the globe.

To meet the energy demands, US-based oil and gas companies are increasingly looking for opportunities outside the safety net of familiar political, economic and legal systems, and moving into countries with unpredictable rules, limited infrastructure, and shortages of skilled labour.

India favoured

According to Energy Information Administration figures, India has the smallest oil and gas reserves of all countries surveyed with just 10 billion barrels oil equivalent (BBOE). However, according to the E&Y poll, its rapidly growing economy and favourable foreign investment policies have helped India to attract significant oil and gas investments.

The E&Y poll was conducted on 10 countries including China, Indonesia, Nigeria, Russia, Saudi Arabia, which are hot prospects for investment by US energy companies. The categories based on which the countries were rated were economic stability and tax administration, government structure and accessibility, legal and regulatory systems, infrastructure in place to support oil and gas operations and availability of educated and skilled workers.

Green light

The five countries, which received a `green light' in the poll, had all received a score of 80 per cent or more under the said categories. Norway and Canada led the green light countries with highest scores on the operational criteria. While all five countries seemed to have favourable operating environments for US energy companies, Qatar and the UAE also have oil and gas reserves that are among the largest in the world, the poll stated. Qatar has an estimated reserve of 168 BBOE and UAE has 123 BBOE.

With a score of 84 per cent, E&Y team in India also reported some deficiencies in respect to workforce education and frequent political protests. Companies investing in India will also find an unreliable electric power system, the poll stated adding "but with its population surging — it is expected to surpass China by 2020 — even if the Indian economy were to stagnate, its consumption will increase, and drive exploration and production of its 10 BBOE."

Policy changes

Some of the policy changes, which would help further attract investment in the energy sector, include the New Exploration Licensing Policy. Major investment opportunities also exist in the development of gas transmission pipeline grid, LNG import facilities, trans-national pipelines, local gas distribution networks, downstream refining — in particular setting up export oriented units, and marketing of petroleum products.

Major Deterrent

However, in the downstream segment, Government's influence over retail pricing of petroleum products was pointed out as a deterrent for potential investors. Though India's urban communication network has witnessed a marked improvement, the infrastructural facilities still remain a cause of concern, the poll said. Overpopulation, environmental degradation, poverty, and illiteracy in rural areas also were pointed as potential roadblocks for smooth flow of investments into the sector.

News: Indian telecom subscriber base crosses 144 m

(PTI 12/05/2006) New Delhi - With the addition of 4.6 million new customers in April, gross telecom subscriber base in India has grown to 144 million pushing the tele-density to 13.16 per cent.

At the end of April 2006, the number of total fixed line telephone subscribers stood at 47.50 million while mobile subscribers reached base 97 million, the Telecom Regulatory Authority of India (TRAI) said in a release.

During April 2006, approximately 4.60 million subscribers were added, which included around 0.73 million fixed lines and 3.88 million mobiles. The number of mobile subscribers touched 96.92 million as compared to 93.04 million in March 2006.

Approximately 1 lakh additional broadband connections were provided in April, taking the total broadband connections in India beyond 1.4 million.

News: 'Merger of Air India, Indian Airlines on track'

(BL 12/05/2006) New Delhi - The merger of Air India with Indian Airlines is on track and it is possible to have single entity operations by April 1 next year, the Chairman and Managing Director, Air India, V. Thulasidas, told Business Line.

Officials, however, felt that there were some key areas including human resources, operations and infrastructure that needed to be looked into in greater detail before the merger could be finalised. Besides, a decision would also need to be taken on the future of subsidiaries that both the airlines have formed.

"The merged entity will need to have some subsidiaries although whether there is a need to have all the existing subsidiaries is still being debated. For example, we should be able to do with one low-cost airline subsidiary rather than have two such entities," officials indicated.

Merger issues

Despite a number of issues not being sorted out, AI officials feel that there should be few problems in the completion of the merger by the end of this financial year itself. "Ticklish issues like deciding on the swap ratio of the shares or fixing a particular price for the sale were not there. Besides, with the owner of both the airlines being the same there should be little problem in having one company, one board and one balance sheet," officials said.

Officials involved with charting out the merger pointed out that it had already reached the third stage with the AI board recently giving the go-ahead for inviting expression of interest from banks to be appointed as consultants to draw up a road map for the conclusion of the process.

Earlier, the Government had given its in-principle approval for the merger, after a presentation was made before the Prime Minister, Dr Manmohan Singh.

The merged entity would have a fleet strength of more than 100 new aircraft and should be in a better position to take on global competition.

News: Adidas plans 60 more Indian outlets

(ACERC 12/05/2006) Mumbai - Sports apparel manufacturer Adidas plans to open around 60 outlets this fiscal to take the number of its outlets in the country to 170.

The global sports brand has posted 97 per cent growth in its sales in the country for the year ended December 2005. Adidas have recorded a double digit growth of 97 per cent it was a dynamic year and Adidas' operations in India are expanding.

Adidas plan to continue this expansion by adding 50-60 outlets this year. Adidas is spending about 8-9 per cent of its net sales on brand promotion in India and would continue the same in the coming years.

Though India may not have a significant contribution in the company's global operations, it remains a strategic location for us and is a growth engine in the coming years.

Indian cricket team's latest sensation, all rounder Suresh Raina, who was recently awarded contract from the BCCI, was today signed as the new brand ambassador for Adidas. Virender Sehwag is already Adidas brand ambassador and was present at the function to welcome his team mate in the same fold.

News: Levi's opens store in Bangalore

(BL 12/05/2006) Bangalore - Asia Pacific's largest Levi's store opened in Bangalore today.

The 9,000-sq ft store located on one of the busiest high streets of the IT city is designed to bring the brand alive and give the customers a "multi-dimensional experience of the Levi's brand". This is the company's fifth flagship store in the country but the first based on themes: Levi's Lounge, Levi's Campus and Levi's Foundry.

Speaking to newspersons after the launch of Levi's Square, Shumone Chatterjee, Country Manager, Levi Strauss India Pvt Ltd, said that the company plans to make the store a tourist destination in the city. "Retailing is still experiential all over the world and Levi's Square `resounds the spirit of innovation and inclusiveness that has driven the brand". Levi's is a 150-year-old global brand and has had a presence in the country for more than a decade now. It currently has 90 exclusive retail stores and a presence in 500 multi-brand outlets across 160 cities. Plans are to increase the number to 110 stores this covering more than 125,000 sq.ft. of retail space, Chatterjee said.

The store also plans to give services such as customisation and designers' advice to customers soon. Kevin Sargison, Retail Operations Director, Levi Strauss & Co, Asia Pacific Division, said that India is a "vibrant" market and was `different' from China.

News: India's March industrial output up 7.7 pct

(RTR 12/05/2006) Mumbai - India's annual industrial output rose a slower-than-expected 7.7 percent in March due to slight moderation in consumer demand and analysts said there was a risk high oil prices could temper growth in coming months.

Analysts polled by Reuters had expected industrial production to rise 8.5-9.4 percent in March from a year earlier after expanding 8.8 percent in February.

Industrial output for the whole of the fiscal year which ended on March 31 gained 8.0 percent, compared with 8.4 percent in 2004/05.

Manufacturing, which makes up more than three quarters of industrial production, increased 8.9 percent in March from a year earlier, a slower pace of expansion than February's 9.5 percent.

"This year too the industrial growth should be robust and we expect a growth which is slightly less than 8 percent, driven by demand. The industrial sector is in a positive frame of mind," said Shubhada Rao, economist with YES Bank.

"But the key risks are firming up of interest rates and high oil prices stoking inflation."

PRICE AND IMBALANCE RISK

Earlier, the wholesale price index showed inflation stood at 3.59 percent in the 12 months to April 29, slightly above 3.54 percent registered the previous week.

The Reserve Bank of India surprised markets in April by holding its key short-term rate at 5.5 percent when many had expected an increase.

But it also warned of the risk of inflation due to incomplete pass-through of higher global oil prices to local retail prices.

Government-controlled retail fuel prices have not risen since September and the central bank has urged the ruling coalition to decide how much they should go up to reflect the increase in oil prices abroad.

Rupa Rege Nitsure, chief economist at Bank of Baroda in Mumbai, said although the 2005/06 industrial data was healthy, it indicated a slight deceleration.

She noted the risk of pass-through of high oil prices as well as global imbalances and their implication for interest rates and exchange rate adjustments and said it would be difficult for Asia's third-largest economy to sustain the growth rates of the past three years.

RURAL DEMAND

The government estimates India's economy expanded 8.1 percent in the fiscal year that ended on March 31 and wants to see that rise to as much as 10 percent in coming years.

Consumer demand is driven by rural incomes as more than 600 million Indians live off the land and prospects are good for expansion in agriculture, which forms 21 percent of gross domestic product, in the year ending March 2007.

Weather department officials expect normal monsoon rains this year, which will boost crop output and rural incomes. Higher incomes mean heightened demand for daily necessities like soap and shampoo and for bigger ticket items like motorbikes and refrigerators.

Output of consumer goods, including vehicles and televisions, rose 12.2 percent in March from a year earlier while capital goods output, a barometer of industrial activity, was up 10.0 percent.

News: Indians most upbeat about booming economy

(Rediff 12/05/2006) Mumbai - Everyone is talking about the India story and the Asian boom. Ever wondered what people within the country think of the economic potential?

HSBC decided to find out.

They commissioned TNS to conduct a survey across 18 countries in Europe (the United Kingdom, France, Germany, Spain, Turkey), The Americas (Canada, the United States of America, Brazil, Mexico), Asia (China, Hong Kong, Korea, India, Indonesia, Malaysia, Singapore, Taiwan) and Australia.

The 4,000 respondents were the middle market enterprises (MMEs) and small- and medium-sized enterprises (SMEs). Significantly, large corporations were excluded.

While SMEs and MMEs were defined differently in all countries, in India, those with a turnover of more than Rs 50 crore (Rs 500 million) were classified as MMEs and those with less fell into the SME category.

Who said what?

The survey was started late 2005 and completed earlier this year. The businesses were asked what they think of the current business environment in their own country and their outlook for 2006.

The results, that were declared this month, were more than interesting.

Current economy 'very good' or 'fairly good': The Americans topped

The Americas

Asia-Pacific

Europe

36% - SME
59% - MME

30% - SME
35% - MME

29% - SME
19% - MME

Economic outlook for 2006 to get even better: Asia-Pacific topped

Asia-Pacific

The Americas

Europe

46% - SME
41% - MME

36% - SME
28% - MME

22% - SME
32% - MME

The Asia-Pacific (Asia-Australia) outlook for 2006 was the brightest of the three regions. Not surprising, since many tout that the future of the world lies in Asia.

But ironically, many of the Asian countries do not feel that way.

India rules in sentiment

Indian businessmen are more positive about the state of their economy than their counterparts in other countries.

In fact, India emerged as the most positive country in Asia. Almost all believe that the current climate is positive and no one sees a downturn in the future.

Current economic climate: India

Very good

47% - SME
56% - MME

Fairly good

41% - SME
42% - MME

Neither good nor bad

12% - SME
1% - MME

Outlook for 12 months' time: India

Better

88% - SME
84% - MME

Same

12% - SME
16% - MME

Worse

0% - SME
9% - MME

Singapore and Malaysia follow next. The majority of businesses in Singapore are optimistic about the future and expect an upturn in the economy next year. In Malaysia, most expect the economy to remain fairly stable in the coming months, perhaps with some improvement.

The current and future outlook is also very positive in Australia.

The Chinese outlook is also fairly positive with over two thirds considering the current environment to be very or fairly good. The majority of businesses also expect the economy to improve in the near future.

Hong Kong was more positive than negative about the current economic situation but many view it as neither good nor bad. Expectations are that the next 12 months will bring a more positive trading environment or that things will largely remain as they are. Few expect the situation to worsen.

Opinion regarding the current state of the Taiwanese economy and the outlook for the next 12 months is very varied. It is not a particularly positive current outlook and no change envisaged for the foreseeable future.

Indonesia is less 'upbeat' than most other countries with the majority of businesses holding a fairly indifferent 'neither good or bad" view of the current economic situation. However, there is a strong expectation that the economy will improve over the next year.

Korea is the most negative in terms of current outlook although a third to half of Korean businesses are more positive that this will change for the better in the near future.

India is the hot retail destination too

If that was the perception of the businessmen for their country, then we another one for the perception of the retail industry.

For the past five years, A.T. Kearney, global managing and consulting firm, has been coming out with the Global Retail Development IndexTM. (GRDI).

This index does ranks 30 emerging countries based on more than 25 macroeconomic and retail-specific variables

The countries are ranked on a 100-point scale -- the higher the ranking, the more urgency there is to enter a market since it indicates that the retail sector is advancing quickly. And those who immediately enter the markets ranked the highest will get a distinct retail edge.

Well, this time around India has topped the 2006 GRDI score with 100 points. The next contender follows with 85 (Russia), 84 (Vietnam), 83 (Ukraine) and 82 (China).

The A T Kearney report estimates the retail market in India to be $350 billion and is expected to grow at 13 per cent annually. Yet, the top five retailers account for less than 2 per cent of the modern retail market. Now that the government has allowed foreign companies to own up to 51 per cent of a single-brand retail company (such as Nike), the country seems to be more lucrative.

Coupled with a forecast 8 per cent GDP growth, India does look 'hot.'

News: 'Stronger Indian capital market needed for realty funding'

(TNN 12/05/2006) Mumbai - India needs a stronger capital market base for property financing, according to a report by the global research arm of Deutsche Bank.

The report has also called for liberalising foreign investment in the sector to improve the know-how and increase transparency.

For the real estate industry, three aspects are most particularly important, it said. First, further opening to foreign investment is desirable.

Not only do international investors have the means to finance new construction projects, but also possess the expertise in market analysis, facility management and building construction.

In the medium-term, they will act as catalysts to bring greater transparency to the market. Second is the development of the capital market.

According to the report, the debate on the potential introduction of real estate investment trusts (REITs) and real estate funds point in the right direction.

The introduction of REITs in ’07 will give international investors, in particular, a familiar investment vehicle. Private investors could also enter into indirect investment in real estate.

Although interest in new products is most likely to come primarily from institutional investors, the rising middle class is likely to seek new instruments aside from direct property investments in the medium-term.

Besides, the government needs to step up developing the urban infrastructure. The report has also pointed to the latest Budget speech of February 28, ’06, where the finance minister has indicated its intention to promote the establishment of new towns.

But it requires additional funding and is likely, at the best, to make an impact on the real estate market in the medium-term, the report noted.

Deutsche Bank has, however, warned that property investments in India are not risk-free. Market transparency is far behind European or US standards.

It is, therefore, vital for foreign investors to have a professional local partner. The lack of liquidity and upward pressure of pricing remain the main concern within the market. According to the report, India’s real estate sector has strong growth potential across all segments.

The report cites a strong population growth, a large pool of qualified workers, greater integration with the world economy and increasing domestic and foreign investment as factors contributing to fuelling demand for office, retail and residential property.

Deutsche Bank has said that this demand growth will happen across many special property classes as well, such as hotels or second homes. Going forward, it will be a matter of exploiting this potential.

News: Reliance group mkt cap crosses Rs 2 trillion

(BS 12/05/2006) Mumbai - Reliance Petroleum Ltd has taken the Reliance group’s market capitalisation to over Rs 2 lakh crore.
The aggregate market capitalisation of Reliance Industries, Reliance Industrial Infrastructure, IPCL and Reliance Petroleum zoomed to Rs 2.01 lakh crore. Public sector giant ONGC crossed the landmark figure a few days ago.
Today, the market capitalisation of Reliance Industries stood at Rs 154,525 crore, Reliance Industrial Infrastructure at Rs 1,241 crore, IPCL at Rs 7,028 crore and of RPL at Rs 38,434 crore. Reliance Petroleum listed on the bourses today at Rs 101.95, a premium of around 70 per cent from the issue price of Rs 60. The initial public offer was in a price band of Rs 57-62.
Profit booking at the Rs 100 plus level saw the scrip slide to Rs 88.80. Subsequently, it touched an intra-day low of Rs 81.10 and closed its debut at Rs 85.50 — 42.33 per cent over the listing price.
Volumes at this counter were significantly high despite a technical snag at the BSE, which halted trading for over 90 minutes. At the National Stock Exchange, a whopping 31.5 crore shares were traded. The BSE registered volumes exceeding 7.2 crore shares.
The total volume traded on both the exchanges put together was 38.54 crore — 31.54 crore on the NSE and 7 crore on the BSE. The total IPO size offered to the public was 45 crore shares.
Speaking at the listing ceremony of Reliance Petroleum, Mukesh Ambani, Reliance Industries’ chairman and managing director, said, “The Jamnagar refineries will account for 2 per cent of the global crude oil refining. The Reliance Petroleum refinery will emerge as the sixth largest in the world and one in every 50 barrels produced in the world will be processed at a single location at Jamnagar. The IPO had received an order book of Rs 1,43,000 crore, which was half of the foreign direct investment China receives annually.”
He added that India was emerging as the world’s most vibrant market, challenging even New York.
“In the process of corporate development in the country, the common Indian should also benefit. The IPO added 12.6 new shareholders to the Reliance family from 21 lakh applicants,” he said.

News: In India, bullion now glitters more than jewellery

(RTR 12/05/2006) Mumbai - Soaring precious metal prices have led to a palpable change in the world's biggest gold-consuming market, with jewellery-loving Indians now buying more bullion in the form of bars and coins.

Though Indians' famed love for jewellery is under no serious threat - nearly 80 percent of sales are in the form of jewellery - market watchers say a sizeable segment of the population is now beginning to look at gold purely as a financial asset.

This investment-driven buying also helps gold purchasers save money as they pay record prices, since jewellery adds another 25-30 percent to the cost to cover design and manufacturing.

"The current investment-led buying is unprecedented," said Madhusudan Daga, consultant at Gold Field Mineral Services Ltd. "Jewellery shops are now openly displaying the one kilo bar in their showcases."

Daga said bullion, once favoured by wholesalers, is getting popular with two different types of consumers: one set buys to convert it into jewellery for family weddings, while another group, newly rich professionals and investors profiting from India's expanding economy, buys it purely for the capital appreciation, he said.

Official figures spell out the trend. World Gold Council (WGC) data shows that investment demand in India, though still smaller than jewellery, grew much faster in 2005.

Investment-led buying accounted for consumption of 135 tonnes of gold last year, up 34 percent over 2004, while jewellery demand was at 589 tonnes, up 14 percent on the previous year.

"This year, investment buying would be higher," said Sanjeev Agarwal, WGC managing director for the Indian subcontinent.

He pointed to strong sales of gold coins in the Akshaya Trithiai festival on April 30, a big religious day for gold purchases, especially in southern India.

Several banks sold bullion through innovative methods for the festival. Bank of Nova Scotia chose that day to launch its coins, marking its entry into retail bullion.

Gold bars have always been out of the reach of ordinary Indians, seen until the late 1980s only in Bollywood movies as smugglers brought them in on helicopters and ships.

SPECTRUM DEMAND

Jewellers in Mumbai said they have seen good sales of coins and bars of all weights - from one gram to one kilogram - since prices started shooting up around October last year.

"Depending on their budget, people have been buying coins and bars," said Kishore Abagule, a salesman at Chintamanis, a large jewellery shop in busy Dadar, a middle-class central Mumbai suburb.

Prices are displayed daily on fresh computer print-outs at Chintamanis. On Friday, the one kilo bar was quoted at 1.05 million rupees.

Prices were at an all-time high in India on Thursday with gold of .999 purity quoted at 10,500 rupees for 10 grams in the Mumbai market -- a whopping 72 percent rise over a year ago and a 37 percent jump since January.

The spot market is likely to see a new record on Friday when it opens on the back of the global prices. On the futures exchange, June gold was at 10,595 rupees per 10 grams, down 38 rupees over the previous day.

While rising prices have opened many Indians' eyes to gold as a financial instrument, the view of gold is also changing, especially in urban areas.

"Gold has become one more item in the investors' menu," said Rajan Venkatesh, marketing director - bullion, at Bank of Nova Scotia. "It is definitely here to stay and in future people would invest in it by comparing its rate of returns over other financial products."

However, the desire for gold as both an investment and jewellery overlaps in rural India.

"In villages, gold is a status symbol," said Daman Prakash, convenor of the Tamil Nadu Bullion Forum. "People say 'What is the point of possessing gold if you can't wear it?'"

The rural consumer "who adorns herself with each and every item of gold she possesses at weddings and celebrations", according to Prakash, is willing to pay a premium for jewellery.

News: Raj Jain is Wal-Mart’s pilot

(DNA 12/05/2006) Mumbai - The retail fever is at its pitch. And every Indian retailer has been proclaiming that he has the arsenal to combat the world’s largest retail player Wal-Mart.

Now, Wal-Mart is finally flexing its muscle in India. The $285 billion American retail giant has appointed Raj Jain as president, emerging markets, Asia-Pacific, excluding China, Japan and Korea. He is also responsible for building the India team and selecting a chief executive.

He will report to the US-based Mike Duke, vice chairman, Wal-Mart International.

“India is the first priority in the emerging markets,” Elizabeth Dech Keck, director, international corporate affairs of Wal-Mart, told DNA Money.

Jain is currently serving his notice period in Shanghai, where he is the regional head marketing and product delivery of Whirlpool Asia. Jain confirmed the move to DNA Money.

He cut his teeth at Anglo-Dutch conglomerate Hindustan Lever.

His 16-year stint there saw him in various marketing, sales and project management positions in India and abroad. In 1996, Whirpool hired Jain who was the branch manager of HLL in Chennai.

He is believed to be a logistics and manufacturing expert.

News: Mukesh is richest now, but KP Singh may take over

(DNA 12/05/2006) Mumbai - Wipro chairman Azim Premji’s wish has come true. “I feel like an animal in a zoo,” he once complained when the media began calculating his personal wealth on a daily basis.

On Thursday, when the BSE opened for business, a newly listed company answered Premji’s prayers. The title of India’s wealthiest resident now belongs to Mukesh Ambani, 48.

His newest company, Reliance Petroleum, listed at over Rs100 and closed at Rs85, taking its market valuation to over Rs38,000 crore in one shot.

Of this, Mukesh’s proportionate ownership share, held directly (2.38%) and indirectly through his 40% ownership of Reliance Industries, would be Rs15,000 crore.

Taking all his companies together, which include indirect holdings in IPCL and Reliance Industrial Infrastructure, Mukesh is now valued at Rs77,863 crore. His companies’
aggregate market capitalisation crossed Rs2,00,000 crore during the day.

The Ambani scion may not, however, stay on his No 1 perch for long. Coming next month is the mother of all initial public offerings by a little-known, 74-year-old ex-soldier called Kushal Pal Singh.

His claim to fame: he owns nearly 100% of real-estate company DLF, which built most of south Delhi’s major townships, including a 3,500-acre integrated township called DLF City in Gurgaon, home to India’s call centre industry.

In June, Singh plans to offload 12-15% of his company’s shares, partly to private investors and a bigger chunk to the public, to raise almost Rs13,000 crore. At an assumed size of Rs10,000 crore, the public issue would be India’s biggest. “This massive infusion of capital and our brand name will help us grow substantially,” Singh told The Week in a recent interview.

If the markets lap it up, it would leave Singh’s estimated balance holdings of 88% valued at Rs88,000 crore. “The market is very strong and the issue is going to be a great success,” says Nimesh Kampani, chairman of JM Morgan Stanley, one of the lead managers to the DLF issue.

Given the rate at which real-estate prices are rising, the issue will not only make Singh India’s richest individual, but also one whose wealth grows fast.

DLF, once a motley group of companies, has recently been merged into one solid edifice with sales of Rs2,000 crore and profits of Rs700 crore in the year ended March 31, 2006. Put another way, for every rupee Singh earns as revenue, 35p drop down to the bottom line as pure profit.

Once investors get a whiff of that, there’s no saying where Singh’s shares will go. If DLF lists at a premium to its issue price, Singh could well challenge steel baron Lakshmi Mittal’s status as the world’s wealthiest Indian.

But then, Mittal isn’t sleeping. Nor is Mukesh. While Mittal is reworking his takeover strategy for Arcelor, the world’s No 2 steelmaker, Mukesh is planning an Indian Wal-Mart. As he said at the listing ceremony of Reliance Petroleum: “For Reliance, every new benchmark is a call to exceed it.” KP Singh has his work cut out.

News: What is India's Walmart?

(TV18 12/05/2006) Mumbai - With stocks like Pantaloon Retail and Trent notching huge gains of 305% and 125% respectively in the last one year, Moneycontrol asked analysts about the future of the retail segment, in terms of further appreciation. While all the analysts are bullish on the sector hands-down, they caution investors to analyse the pros and cons of a retail stock before joining the retail bandwagon.


The reason for their cautiousness stems from the fact that recently listed stocks like Shoppers’ Stop and Provogue India have more or less remained lacklustre due to a number of reasons. Shoppers’ Stop (-2.1%) and Provogue (-28%) have given negative returns for those investors who bought them at close on the listing day.


Here’s a take on what experts think about the sector and the stocks in this sector.


Suraj Saraogi, Keynote Capital


Renewed FII interest in Pantaloon and Trent


Investors should hold on. Right now there is a lot of talks of FIIs showing more interest. In top retailing counters like Pantaloon and Trent, FIIs have already reached the maximum permissible limits. Somehow, there seems to be some renewed FII interest in these stocks. So accumulation is on with an eye on the government’s moves on increasing the FDI limit in the sector. Because of these reasons, investors should stay invested in the sector. Pantaloon will hugely benefit if any such government decision comes through.


Trent and Pantaloon can still give 50% appreciation



I am pretty bullish on Trent and Pantaloon. Over 50% appreciation is possible from these levels for those investors with a 6-12 month investment horizon.


Dipan Mehta, Member, BSE


Retail's on the move


I think the retail sector is on the move. Although the sector has got great prospects, it is not the right time for investors to get on to the bandwagon.


Stay invested


At the same time, those who are already invested should continue to ride the bull run because these investors have already made a lot of profits. And although they may not get same kind of spectacular returns that they may have got earlier, they can still expect to get market-performing returns.


What to look out for?


Investors should look at past track record of the companies that they want to invest in. They should look at what the historical growth rate has been. Second, they should look at the business model. Like investors must keep a keen eye if the topline increases after a company increases retailing outlets. Sometimes, a company increasing retailing outlets does not translate into higher topline or higher profits.

Thursday, May 11, 2006

News: 'RPL investors will be rewarded'

(PTI 11/05/2006) Mumbai - With Reliance Petroleum Ltd's initial public offer garnering commitments equal to half the FDI China receives in a year, Reliance Group Chairman Mukesh Ambani on Thursday said the investors in its greenfield refinery project will be "rewarded in full measure".

"Investor thrust in RIL will be rewarded in full measure," he said before the RPL listing on the bourses.

The IPO of 45 crore equity shares was over-subscribed 53 times with commitments made for Rs 143,000 crore ($32 billion). "This is the largest for any greenfield project anywhere in the world. It is half the FDI China receives in a year and six times the FDI India received in a year."

Overwhelmed by the investors' response to RPL's IPO, Ambani said, "No word would be enough to express gratitude... I welcome 12.6 lakh new investors to the Reliance family, and particularly to Reliance Petroleum."

Expressing confidence in the Indian market, he said India is one of the most vibrant capital markets of the world.

RPL will invest Rs 27,000 crore in building a 29 million tonnes per annum refinery in Jamnagar special economic zone and will export most of the products to the US and European markets.

The refinery will be the sixth largest in the world, Ambani said.

With the commissioning of the refinery, at a site adjacent to its parent Reliance Industries' 33 million tonnes per annum refinery, in August 2008, Reliance will raise refining capacity at Jamnagar to 62 million tonnes, 28 per cent larger than Petroleos de Venezuela SA's Paraguana refinery, the world's biggest as of today, he said.

Reliance Industries Ltd, which was a non-integrated petrochemical company until the late-1992, made its foray into refining by setting up a 5,40,000 barrels per day (27 million tonnes per annum) refinery at Jamnagar in Gujarat. The refinery started commercial operations in April 2000 and was built at a cost of $3.4 billion.

RIL's refining capacity has been gradually debottlenecked by 22 per cent to 6,60,000 barrels per day (33 million tones per annum) at a cost of $500 million.

Reliance Petroleum shares commenced with a big bang, gaining 70 per cent at Rs 101.95 in its debut on the Bombay Stock Exchange today on heavy purchases by funds and retail investors.

The scrips surrendered part of its gain to trade at Rs 84.50 against the offered price of Rs 60 in the first five minutes of trading as profit booking emerged at attractive high levels.

Trading at this counter began with a ceremonial bell rung by company Chairman Mukesh Ambani on the Bombay Stock Exchange. The counter attracted 348 block deals in five minutes of trade on both bourses.

RPL, a unit of Reliance Industries Ltd, listed at the National Stock Exchange at Rs 99.95.

In the future and option segment, about 45 lakh shares were added.

Reliance Industries, the parent company, subscribed to 90 crore shares at Rs 60, leaving the public with 45 crore shares -- the price for which was fixed at Rs 60.

Similarly, the Reliance Industries stocks surged at open to trade higher by Rs 19.30 at Rs 1189.40 before moving down to Rs 1130 in first five minutes of trade.

News: Givenchy braces to spread the fragrance in India

(DNA 11/05/2006) Kolkata - After the entry of a series of high-powered fashion brands like Dior, Hugo Boss, Escada, and Tommy Hilfiger, now France’s Givenchy is seeking a passage to India.

The premium French cosmetics and fashionwear brand owned by LVMH group, a global leader in luxury goods, will unveil its entire range of fragrances and cosmetics in the country by the month-end.

Euro Traditions, distributors of fashion brand Dior, will also market Givenchy in India. In the first year of its India safari, Givenchy is aiming at 50 shop-in-shop outlets and at least one or two stand-alone, exclusive stores.

However, sources said, “As the retail culture expands in India, Givenchy’s presence will correspondingly increase in India.” Its distribution channels in India will be Lifestyle, Shoppers Stop and Pantaloons. Initially, Givenchy will market its range of fragrances for both sexes and cosmetics.

However, sources said, the power brand is not ruling out bringing its fashionwear to India. Dior retails its exclusive range of fashion garments from a single outlet, the Oberoi in Delhi.

Givenchy’s products in India will be 5-10% cheaper than Dior wares. For instance, a 100 ml perfume bottle for women will cost Rs 3,800. Givenchy will initially launch its products in metros and other cities like Pune, Cochin and a few other Tier-II towns.

Other premium fashion brands like Estee Lauder and Lancome are also said to be waiting in the wings. The market buzz is that while Estee Lauder has put up an office in Mumbai, Lancome is in the process of setting up its offices in the country and a formal launch is not far away.

However, it is learnt, these two brands are looking to tap the direct route rather than the distributor format in India. High-end perfumes, with which brands like Dior, Givenchy, Estee, Lancome are associated with, are a niche market in India.

However, the segment is growing at around 20% a year. Unofficial figures peg the market size of high-end perfumes in India at Rs 200 crore.

“The market in India is not yet mature. That could be the reason why brands like Estee Lauder and Lancome have delayed their entry,” said a source.

News: Pizza Corner to add 40 more Indian outlets

(BL 11/05/2006) Bangalore - Pizza Corner will add another 40 outlets across the country by the end of FY '06 and bring in more GFA brands into the country.

Anoop Sequeira, CEO, Pizza Corner India (Pvt) Ltd, told newspersons that expansion plans include setting up of 30 new Pizza Corner outlets and 10 Coffee World outlets in the next one year.

Wednesday, May 10, 2006

News: 'All intelligent people in world are Indian'

(PTI 10/05/2006) Mumbai - Industrialist Ratan Tata today called for bridging the divide between the prosperity of the country's urban centres and the poverty of rural areas.

"There are two faces of the country. One is of prosperity which is in urban areas and the other is of hardship and poverty which is seen in rural areas," Tata said in his speech after being conferred the maharashtra bhushan award, the state government's highest honour.

"We have to make efforts to bring these two faces together and ensure the prosperity of the country," he said. The award, comprising Rs. 5 lakh and a citation, was presented to Tata by Governor S M Krishna.

In his acceptance speech, Tata also said the country's future was bright as "all intelligent people in the world are in India".

Tata lauded the "social commitment of Maharashtrians", saying, "I am a Maharashtrian who does not speak Marathi."

Krishna said the Tata group had realised long ago that the iron and steel industry, power and technical education were the means to take the country on the path of prosperity.

Chief Minister Vilasrao Deshmukh said the Tata Group always considered the interests and welfare of the common man in its business ventures.

News: Indian passenger car sales up 16.5%

(PTI 10/05/2006) Mumbai - Passenger car sales grew 16.5 per cent in April at 74,536 units against 63,932 units in the same month last year.

According to figures released by SIAM, motorcycle sales were up 16.9 per cent at 5,12,381 units against 4,38,325 units in April 2005.

Total two wheeler sales (including scooters and mopeds) grew 12 per cent at 6,05,181 units.

Commercial vehicles sales were up 68.59 per cent at 28,475 units against 16,890 units, SIAM said.

News: Investors reap gains on split in Ambani empire

(PTI 10/05/2006) Mumbai - Ambani brothers' split is proving to be a blessing in disguise for the investors as they have seen nearly doubling of their wealth in less than four months since Reliance Industries began trading on a post-demerger split basis.

The total investor wealth from both Mukesh and Anil Ambani groups has nearly doubled since January 18 this year, when the erstwhile RIL began trading on a split basis following the implementation of the scheme of arrangement reached between the two brothers. Since then shareholders have emerged clear winner from the whole affair of the split in the Ambani family that marked one of the biggest family and business splits in the corporate India.

The cumulative market capitalisation of all the listed entities from the Mukesh and Anil Ambani groups of companies surged nearly 99.2 per cent to Rs 2,48,490.29 crore as on May 9, from Rs 1,24,724.73 crore on January 18.

RIL's market cap alone has surged nearly 66.5 per cent to Rs 1,60,943.21 crore as on May 9, from Rs 96,688.69 crore on January 18. India's largest corporate entity is only next to PSU oil exploration major ONGC in terms of market-cap that surged past Rs 2 lakh crore on Tuesday.

The latest figure comprises of the market caps of RIL, Indian Petrochemicals Ltd (IPCL) and Reliance Industries Infrastructure from the Mukesh Ambani group and Reliance Communications Ventures Ltd (RCoVL), Reliance Capital, Reliance Energy (REL), Reliance Natural Resources Ltd (RNRL), Reliance Capital Ventures Ltd (RCVL) and Reliance Energy Ventures Ltd (REVL) from the Anil Ambani group companies.

News: Deutsche Bank to pump $300 mn in Indian real estate

(PTI 10/05/2006) Singapore - Rreef/DB Real Estate, a unit of Deutsche Bank AG, said it plans to start a global fund that will invest as much as $300 million in India to tap an expected surge in demand for property.

The country will probably need 6.9 million to 9.7 million homes annually for the next 20 to 25 years, said Venkateshwaran Raja, a senior adviser at Rreef.

He predicts more demand for commercial space as more companies rent than own offices.

"We are very excited about the housing sector, in the opportunities that lie ahead, with income levels growing and more people investing in their own homes," Raja said at an Indian Real Estate & Infrastructure conference in Singapore. "In the next 15 to 20 years, India's potential is enormous in sustained growth. There's more capital looking for opportunities and they will come in a gradual manner."

Indian real-estate companies are expanding to tap the demand for homes, offices and retail space as overseas companies are allowed in more industries and faster economic growth boosts middle-class incomes in the country.

Rreef said it may plan a second fund for India if it continues to see success in the investments in the country. The San Francisco board has invested in Rreef.

Raja estimates $4 billion to $6 billion of real estate out of India's $83 billion of so-called investment-grade properties are held by investors, because 90 per cent of the assets are owned by the occupiers. That's expected to change, he said.

News: India to surpass US, Russia in mobile phone base

(IANS 10/05/2006) New York - India is on track to surpass the US and Russia in mobile phone user base, thanks to the accelerating growth of the wireless communications network in the country, says a study by a leading research firm.

"Adding five million subscribers per month, India will become the world's second largest mobile phone market by 2008," says the study - "India's Wireless Market: Model for the Next Phase of Global Wireless Expansion".

The report, authored by wireless expert Chetan Sharma and conducted for Datacomm Research Company, says India's wireless boom is largely the result of government decisions on competition.

Its regulatory mechanism can serve as a model for both developing and rich nations.

"India passed Japan in total subscribers last month. In the next few weeks, it will break through the 100 million subscriber barrier," Sharma says in the 86-page report released by the St. Louis, Missouri-based research firm.

"The number of mobile phone subscribers added each month in India has more than tripled over the past year," Sharma adds.

Another conclusion of the study is that India will spend several billion dollars on wireless infrastructure to accommodate the subscriber growth, improve rural coverage and add advanced services.

"India's consumers require low-cost handsets. Handsets are now available for as little as $40. But Indian consumers will spend a little more for enhancements such as the ability to download and play music and games," it says.

The study says that as a result of low per-minute charges of under $0.03, most Indian users pay less than $10 per month for voice service, while wireless data yields higher margins with incentives for affordable text, music and video services.

News: India Inc not worried about rising interest

(IBN 10/05/2006) New Delhi - From lows of 6.5 per cent last year, interest rates have touched double digits - 10 per cent in April 2006.

That's an over three-percentage point rise in the cost of money. But India Inc does not seem worried.

The reason is, large Indian companies have not borrowed money from domestic banks, they have relied more on cheaper options like foreign equity and debt issues and even financed capacity expansions through internal accruals.

Bankers estimate that this year the investment demand from big borrowers is likely to cross the Rs five lakh crore mark and even if India Inc, decides to borrow part of it from local banks interest rates will only move in one direction - up.

CEO & MD, ICICI Bank K V Kamath, says, "We will have to see how corporate India is to going to finance this. Is it through cash accruals, equity, FCCBs or are they going to come to banks domestically to raise part of this? If they come to the banks, we will see demand supply tightening, which could have an impact on interest rates."

Other big borrowers say if interest rates keep moving north, then this would have an inflationary impact.

But as large companies have not borrowed much, other than working capital loans, their cost of funds seems to be well under control between seven to 7.5 per cent.

According to MD, Hindalco, Debu Bhattacharya, it will generally have an inflationary impact.

But what about the small and midcap companies, who bear most of the burden of higher interest rates.

Banking sources say midcap companies are being offered rates between 10 to 12 per cent.

And small entrepreneurs say, they have managed this far, any further hikes can threaten their bottomlines.

For the past five years, India Inc has been smart and efficient about handling its finances, but going forward rising interest rates may well be a challenge to the consistent 30 per cent profitability.

News: Anil Ambani is heading for Dalal Street

(IBN 10/05/2006) New Delhi - Anil Ambani is all set to enter stock broking business. He will set up R-Trade, a new stock-broking venture and has apparently approached mutual fund, insurance and small savings distributors to set up trading terminals at their offices.

R-Trade is believed to have roped in Bajaj Capital, which services five lakh investors and has over 100 branches in India.

Distributors say R-Trade wants to install a terminal in each office of a distributor it has tied up with. A terminal will be assigned a sub-broker code and the brokerage will be shared by R-Trade.

R-Trade will also set up trading terminals at Reliance Infocomm's WebWorld outlets.

Distributors say the WebWorlds will also sell pre-paid R-Trade cards, which can be used like debit cards to facilitate cashless transactions.

But its officials could not be reached for comment on their plans. The brokerage is expected to make its debut in June.

Distributors say R-Trade will charge an investor Rs 500 for six months or Rs 100 to trade for a month. R-Trade will pay the distributor Rs 100 for a client that signs on for six months or Rs 25 to Rs 50 for those signing on for a month.

The industry norm is between 5 and 75 paise per Rs 100 and up to 2 per cent of a transaction value on delivery-based trades for squaring off, these rates vary from one to 10 paise per Rs 100 on high-volume trades.

Brokers say R-Trade's rates are bound to hurt the industry's margins.

News: Bharti to offer service in Jersey

(TNN 10/05/2006) New Delhi - In yet another niche market foray overseas, Bharti has won a licence to provide comprehensive telecom services, including cellular and international long distance (ILD), in Jersey, a southern Island of the British Isles.

This is the second foreign country where Bharti will provide services after Seychelles, where it entered in 1998. The licence has been awarded to Jersey Telenet, a subsidiary of Bharti Global, an offshore investment company of Bharti Group.

Jersey Telenet will invest over £20 million in setting up networks and the services will be operational by October, Bharti said in a statement. It said the networks will be set up by Nokia and IT solutions will be provided by IBM.

Jersey has a population of about a lakh and high per capita income of $40,000. It in a tourism and financial hub with 55 banks and over 33,000 registered firms. The other private operator in the country will be Cable and Wireless, which competes with Bharti in Seychelles also.

“Having spearheaded the growth of telecom sector in India, Bharti is committed to providing world-class telecom services now in Jersey,” said Bharti Enterprises CMD Sunil Mittal. “The acquisition of telecom licence in Jersey will be a springboard for other opportunities that may be present globally,” Mittal added.

News: Indian bankers meet to pen future road map

(TNN 10/05/2006) Mumbai - The best minds from the banking industry will congregate on Wednesday to chart out a strategic road map for the industry at the “ET CEO Agenda for Banking” which is being organised in association with Oracle.

The event will bring together industry leaders from both private and public sector banks who will brainstorm on the strategic direction that banks need to follow. An extension of a survey that appeared in ET on April 28, the discussion will focus on the findings of the survey and try to evolve paradigms to meet the challenges poised before the banking industry today.

The discussion will focus on new areas of growth for the industry like SME, agri & rural credit while tackling concerns for the industry such as liability management and other risk issues. Growing profitably seems to be on top of the mind for every CEO surveyed.

This means adopted range from expansion of credit to specialisation and verticalisation of credit. The discussion will expose the participants to the diverse emerging trends within the industry and also provide a view of what could be expected from the banking industry in the near future.

The panelists include Anil Khandelwal of Bank of Baroda, Sanjay Nayar of Citigroup, Neeraj Swaroop of Standard Chartered, Uday Kotak of Kotak Mahindra Bank, Shailendra Bhandari of Centurion.

Tuesday, May 09, 2006

News: Idea, Spice, Aircel ally to take on biggies

(TNN 09/05/2006) Mumbai - Idea Cellular, Spice Telecom and Aircel are forming an alliance to compete with national telecom players like Bharti Airtel and Reliance Communications Ventures.

As part of the first-of-its-kind agreement, the three telcos, none of which has a pan-India presence, will also collectively apply for ILD and NLD licenses. The move is intended to enable these largely regional players to compete with larger players like Bharti and Reliance.

All the three GSM operators are offering services in different circles and their current operations don’t overlap in any area. Their combined subscriber base will be around 13m, just behind Hutchison Essar, which had 16m mobile users at the end of April ‘06. According to industry sources, the telcos are likely to announce the alliance in July.

The boards of Idea, Spice as well as Aircel will have to be reconstituted. While the Tatas are in the process of transferring their shares in Idea to the Birlas, the other two telcos have received investment from Malaysian firms.

“The alliance will be announced after the new board of directors in all the companies are in place. Later, the companies will apply for NLD and ILD licenses under one banner to become an integrated telecom player,” said sources.

As per the proposed alliance, calls made by an Idea customer to any Aircel or Spice user will be treated as Idea-to-Idea call. This will not only result in reduced tariffs for customers, it’ll also benefit users on roaming. It’s not clear if the companies will eventually merge. If they were to do the combined entity will have a national footprint.

The modalities of how the companies will collectively apply for licenses is also not yet clear. It is possible that one of the three will apply for a license, and then will enter into a strategic alliance to extend benefits to subscribers of the other two. “A Spice customer in an Idea circle will be treated as an Idea subscriber.

This will also mean lower tariffs while roaming. Moreover, they will be able to approach any Idea outlet in the circle for assistance or recharge facilities,” said sources. Idea currently offers services in Andhra Pradesh, Delhi, Gujarat, Madhya Pradesh and Chhattisgarh, Maharashtra and Goa, Kerala, Haryana and UP (West).

It also has licenses to operate in UP (East), Rajasthan and Himachal Pradesh. Spice is present in Karnataka and Punjab circles while Aircel has operations in Tamil Nadu and Chennai circles, Assam, North East, Orissa, West Bengal and Jammu and Kashmir. It has licences for 12 of the 23 circles and has applied for licences in Kerala, Kolkata, Punjab and Haryana.

Analysts said that with the mergers and acquisitions wave in the Indian telecom sector being largely over, it is now time for consolidation through strategic tie-ups.

“The proposed alliance will allow the trio to compete effectively in the market, largely dominated by big players. Further, they will be able to focus on untapped areas in the existing circles rather than becoming marginal players in new circles,” said an analyst.

News: FIIs can invest in IPOs of DLF, Parsvanath

(PTI 09/05/2006) New Delhi - Government has said that there are no restrictions on Foreign Institutional Investors to invest in the initial public offers of DLF, Parsvnath and other real estate companies.

The government's response comes in the wake of DLF and Parsvanath seeking clarification from Industry Ministry on whether or not FIIs were permitted to make investments.

The Ministry responding to their letters has written that guidelines will be applicable only on Foreign Direct Investment and not on FII, official sources said.

As per current norms for the Indian real estate sector, 100 per cent FDI is allowed with certain conditions.

The minimum area to be developed for each project is 25 acres and minimum capital investment for wholly-owned subsidiaries is $10 million, which is $5million for joint ventures.

The original investment can be fully repatriated after three years.

Though the FIIs can invest in the IPO, but if they make any investments in these companies pre-issue it will attract FDI guidelines, which these companies will have to adhere to.

While DLF group says it hopes to raise more than Rs 10,500 crore from the largest ever public issue in June, Parsvanath is expected to raise about Rs 1,700 crore.

News: 'Realty funds flock to India, bubble looms'

(RTR 09/05/2006) Mumbai - India's property market is luring global realty funds as the fast-growing economy boosts demand for office space, houses and shopping malls, but soaring prices pose a risk of a meltdown.

Realty funds have assets worth about $4.7 billion in India, with industry estimates on growth varying widely from $30 billion to $90 billion by 2010.

Analysts warn spiraling prices and interest costs, coupled with shoddy property transaction and ownership records, may sap demand and hasten the property bubble to burst.

"There is hell of a lot more capital available than good transactions," David Ellington, trustee at the San Francisco Employees' Retirement System, said during his visit to India. "That is going to heat up the market."

California Public Employees' Retirement System (CalPERS) ploughed $100 million into an Indian realty fund last month, while American International Group has launched a real estate investment division in India.

A posh seafront apartment in south Mumbai was recently bought at the equivalent of $1,400 a sq ft -- doubling from two years ago, and as expensive as an apartment in New York.

Prices in big cities like Mumbai, Delhi, Bangalore, Kolkata and Chennai are rising at 30-40 per cent a year, boosted by scarce land and rising incomes in an economy that has been growing at about 8 per cent for the past three years -- a trend that is expected to be maintained for many years ahead.

The potential is huge for Asia's third-largest economy, where demand for homes have jumped on the back of tax breaks and low interest rates for the past five years.

India's retail real estate market is expected to top $463 billion by 2010, from $292 billion in 2004, according to the property services arm of ICICI Bank Ltd., India's second-largest lender.

RISKS ABOUND

High prices and rising interest costs could slow down demand and hasten the property bubble to burst, analysts said.

"The housing finance-driven demand is under threat," said Rajnish Rastogi at credit rating agency Crisil Ltd. "The banking sector has to move away from the metros (big cities) and start funding self-employed in smaller towns to keep it going."

Housing loan rates, which had halved to 7 per cent from a decade ago, have begun rising in the last four months driven as banks pass on rising cost of funds.

Some loan rates have risen by as much as 150 basis points since the start of January, with the largest lender State Bank of India increasing rates by 50 basis points this month.

"The same problem that happened to private equity is about to happen in real estate," Ellington said, referring to a dotcom meltdown in the late 1990s when investors lost millions of dollars.

A spate of new gleaming shopping malls in cities like Delhi pose the biggest threat to the property bubble, analysts said.

Many malls are letting out their premises for free to big retailers, hoping this would attract other firms to move in, but the strategy has not been working, they said.

"I am very bearish on malls that exist in India," said US-based Subhash Bedi of Red Fort Capital LLC. which plans to invest $400 million in Indian real estate. "Developers are selling them like condos which won't work."

LEGAL TANGLES

Investors are also worried about shoddy property transaction and ownership records that may result in long court litigations.

"It is a wild card out there," said Ellington, whose San Francisco fund has $15 billion in assets. "I still have key questions that I need answers to. There are transparency issues, governance issues.

Some of the legislation governing land is more than a century old, and rents and land holdings in some cities like Mumbai are capped, making transactions difficult.

"The legalities... state laws, central laws can be a serious hazard as they can defer your returns by months and even years," said Parimal Shroff, an advocate practising in civil disputes.

India ranks 116th of 155 on a World Bank report on ease of doing business, 25 places below its emerging markets rival China.

"The government is reluctant to grant permission for non-agriculturists to buy farm lands worrying that the agriculturists will be elbowed out leading to unrest," Shroff said.

The rule is not strictly followed with many developers buying non-clear titles in the race to grab land.

"We are all going to be in a liquidity crunch when it all crashes. There is nowhere to hide," said Ellington.

"There is plenty of time to get in. India is still scratching the surface. We are going to figure out who is going to wash out and which fund is going to burst."

News: Indian regional bourses face heat

(TT 09/05/2006) Mumbai - The Securities and Exchange Board of India (Sebi) has decided to tighten the screws on regional stock exchanges.

The regulator had formed a committee to study the future of these exchanges after demutualisation. The committee has submitted its report and Sebi has sought public comments on the same.

According to the recommendations of the committee, the dying regional stock exchanges will now get a proper exit route. The regulator feels such an action will help streamline the whole process and also reduce regulatory problems.

The report recommends that any exchange, which does not wish to continue as one, may make a specific request or application for withdrawing their recognition. It also suggests compulsory withdrawal of recognition of errant exchanges.

In exact words of the report, “Recognition should be withdrawn compulsorily for such RSEs, which are notorious for their rank indiscipline, besides giving rise to serious regulatory concerns.”

The report, however, suggests a way out for potential and willing exchanges, which can continue to exist by choosing the BSE model or the Inter-Connected Stock Exchange of India (ICSE) model of trading on their national platform.

The committee, however, mentions that in case both these models fail for whatever reasons, there will be no merit in the continuation of the exchanges and the recognition will be compulsorily withdrawn.

The committee also recognised that in the absence of a proper mechanism for the distribution of assets, no exchange shall seek a voluntary exit option. In this regard, the committee has recommended the formation of a task force that will suggest a proper methodology for the valuation of assets and liabilities as well as for determining the apportionment.

The companies, which are exclusively listed on these exchanges and are compliant with the continuous listing requirement, shall be allowed to migrate to an alternative exchange. The committee also recommends that before seeking voluntary withdrawal of recognition, the regional exchanges will have to compulsorily delist all non-compliant companies.

The report further mentions that recognition shall also be withdrawn for exchanges, which have been corporatised but are unable to demutualise within the stipulated time.

In order to increase the public shareholding, as required by the demutualisation scheme, stock exchanges may opt for the initial public offer route. However, the report mentions that since all the exchanges may not wish to adopt the IPO route, it is necessary to allow the exchanges to induct strategic partners to aid development.

While there are 22 recognised stock exchanges in India at present, the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE) account for almost 100 per cent of the total turnover.

Among the regional stock exchanges, except for the minuscule trading on the Calcutta Stock Exchange (CSE) and the Uttar Pradesh Stock Exchange (UPSE), there is no trading on any other stock exchange. Recently Sebi refused to renew the recognition to Mangalore Stock Exchange.

The committee has, however, put some restrictions on the shareholding pattern based on the investor. In case a strategic partner is an exchange, multilateral agency, insurance company, bank, depository or clearing corporation, it would be allowed to hold up to a maximum of 26 per cent of the share capital and voting rights of the stock exchange either singly or collectively along with persons acting in concert. Any other entity, including foreign investors, can be allowed to hold less than 15 per cent.

In case a stock exchange whose recognition is withdrawn has a subsidiary, such an entity will also have to change its name and style to avoid any representation of any present or past affiliation with an exchange.

It will be up to the subsidiary to carry on broking operations as any other broking entity registered with Sebi.

However, for exchanges whose recognition has not been withdrawn, it should cease to have any shareholding in the subsidiary within a period of three years, though it may be allowed to retain less than 15 per cent of the shareholding in the spun-off entity.

News: New fund-raising option for Indian listed firms

(TT 09/05/2006) Mumbai - The market regulator today took note of the increasing number of Indian companies rushing to the overseas market to raise capital through the GDR and FCCB route and allowed listed companies to raise funds from domestic markets through an alternative mechanism.

The Sebi (disclosure and investor protection) guidelines, 2000 has been amended to introduce an additional mode for listed companies to raise funds from the domestic market in the form of qualified institutions placement (QIP).

“This will surely see a decrease in the number of GDR and FCCB issues by Indian companies because of the benefits it will bring them,” said Prithvi Haldea of Prime Database.

According to him, companies prefer the GDR and FCCB route as it is a low-cost yet speedy process of raising funds. The issues do not have any lock-in period either. Moreover, companies that wanted local branding and were concerned about the lack of depth in the Indian markets preferred to raise funds overseas.

“However, the new guidelines address all the issues except local branding. The established depth in the domestic markets make the local issues more lucrative,” added Haldea.

According to the guidelines, a company whose shares are listed on a national stock exchange, and which complies with the prescribed requirements of minimum public shareholding, is eligible to raise funds from the domestic market by placing securities with qualified institutional buyers (QIBs).

Securities used for QIP shall be equity shares or any securities other than warrants, which are convertible into or exchangeable with equity shares. Such conversion or exchange has to be done within sixty months from the date of allotment.

The Securities and Exchange Board of India (Sebi) had drafted the framework for an efficient domestic alternative mechanism for the GDR and FCCB route in January and had invited public comments on the same.

The issue shall be in the form of a private placement and be made only to QIBs, who shall not be the promoters or related to the promoters, either directly or indirectly. Also, a minimum of 10 per cent of such an issue shall be allotted to mutual funds.

The aggregate fund that can be raised through QIPs in a single financial year shall not exceed five times of the net worth of the issuer at the end of its previous financial year.

There has to be a minimum of two investors for an issue of up to Rs 250 crore and at least five allottees for an issue size of above Rs 250 crore. Also, no single investor shall be allotted in excess of 50 per cent of the issue size.

While the guidelines prevent the QIBs from selling the securities within a year, they are, however, allowed to do so on a stock exchange.

The pricing of the issue shall be made at a level not less than the higher of the average of the weekly high and low of the shares’ closing prices during the last six months or the same for a specified period. The price shall also be subject to adjustment in case of corporate actions such as stock splits, rights issue, bonus issue and others.

The issuer is not required to file the placement document containing all the relevant and material disclosures with the Sebi. The document will be placed on the websites of the bourses.

However, the QIP shall be managed by a Sebi registered merchant banker, who shall exercise due diligence and furnish a due diligence certificate to the stock exchanges.

The merchant banker shall also file a copy of the placement document and post-issue details with Sebi within thirty days of the allotment, for record purpose.

The resolution approving the placement will remain valid for a period of twelve months from the date of passing of the resolution and there should be a gap of at least six months between each placement in case of multiple placements.

News: DMCL to merge with PLL

(PTI 09/05/2006) New Delhi - In a bid to consolidate its real estate business under a single entity, the Ashok Piramal Group on Monday approved the merger of the Dawn Mills Company Limited (DMCL) with its flagship company Peninsula Land Limited (PLL).

The merger would result into issuance of 50 lakh shares of PLL to sharehoders of DMCL of Rs 10 per share aggregating to Rs 5 crore.

The Board approved a swap ratio of 1:20, which means that for every share of DMCL the shareholder will get 20 shares of PLL, formerly known as Morarjee Realties Limited.

The current share capital of PLL, which is Rs 39.5 crore, will increase to Rs 44.5 crore post merger.

The Ashok Piramal Group has business interests in real estate, textiles, retail and engineering businesses. The group currently holds 72.6 per cent in DMCL which was acquired through a combination of share purchase from erstwhile promoters - Ruia family and subsequently through an open offer.

News: Toyota to sell low-cost car in India

(RTR 09/05/2006) Tokyo - Toyota Motor Corp plans to launch a compact car priced at the equivalent of less than 800,000 yen ($7,165) in India by around 2010 as it aims to boost sales in emerging markets, the Nihon Keizai newspaper said on Tuesday.

The paper said Toyota is struggling to keep its market shares in emerging markets due to lack of low-cost models, and faces competition from rivals like Suzuki Motor Corp and South Korea's Hyundai Motor Co.

A Toyota spokesman said the company has been considering developing a car for emerging markets, but no details have been decided.

The new vehicle, which will be developed jointly with Toyota unit Daihatsu Motor Co, will be powered by a 1 litre engine. It will be more than 100,000 yen cheaper than the lowest priced vehicle Toyota currently offers anywhere, the paper said.

The vehicle will also be sold in Central and South America and in Europe, it added.

The business daily also reported on Tuesday that Toyota is considering paying a quarterly dividend starting this business year.

News: 41 channels apply for downlinking in India

(PTI 09/05/2006) New Delhi - Forty-one television channels, including entertainment majors Star, Sony and Zee, have applied for registration in India in line with the new downlinking guidelines.

"Around 40 channels have submitted their applications for registration in India," an official in the Information and Broadcasting Ministry said.

He said the channels seeking registration include Star Group, Sony, Zee, Discorvery, Anil Planet, Cartoon Network, CNN, Pogo, MTV, Channel V, Toon Disney, Hallmark, HBO, Ten Sports and Channel News Asia.

However, those yet to send in their applications include Fashion TV, ESPN-Star and BBC. The official said around 100 channels are currently downlinking into India.

The Government's new downlinking guidelines, announced in November last year, stipulates that all channels beaming into India should have a registered office in India.

The deadline for submitting applications for registration ends tomorrow, after which cable and DTH operators cannot carry the channels on their platform.

The Government had made it mandatory for channels to register themselves in India in order to make them accountable under Indian laws and make them responsible for the content they beam. Also, with a registered office in India, all the channels will now have to pay tax on the earnings they make from the country, which earlier they could afford to give a go-by.

The Government has also stipulated that the applicant company should provide for a facility where online monitoring of the content beamed into India is possible. Also, the system should have the capacity to store the data for 90 days, which should be provided to the Government when asked for.

In the new downlinking guidelines, the Government has laid out strict penalties for channels defaulting on the content.

In case of violation, they will be warned for the first time, after which they will face blackout for one and three months respectively on the second and third default. A default after this would mean indefinite blackout.

News: Indian retail regulations may ease in 2-5 yrs

(ET 09/05/2006) Singapore - India will probably ease regulations for foreign retailers to enter the country in the next two to five years, a developers' group said.

Overseas retailers are operating in India through joint ventures, franchises or licensing agreements, because they can't hold a majority stake in their retail business, said Ramani Sastri, president of the Confederation of Real Estate Developers' Associations of India.

``There would be those in India that would obstruct the process but it's happening,'' Sastri said at a conference in Singapore today.

Taubman Centers, a US real estate investment trust that owns or manages shopping centers, said the regulation change would pave the way for more retailers in India. The mall developer is looking at investments in Asia including India.

``It will be sooner than later,'' said Morgan Parker, president of Taubman's operations in Asia. ``Retailers want to control their brands and it's a key factor.''

News: Footmart to hit streets with Rs 400-crore expansion plan

(TNN 09/05/2006) Ahmedabad - Footmart Retail India, a joint venture between Pantaloon Retail and Liberty Shoes, is gearing up to hit the road with an investment of Rs 300-400 crore over the next five years to set up a chain of ‘Shoe Factory’ outlets. This chain will focus on price and fashion-conscious consumers.

“We would be establishing around 85 Shoe Factory stores in India in five years’ time and will invest around Rs 4-5 crore in each store,” Anupam Bansal, director, FootMart Retail India, told ET.

He was in Ahmedabad to open the company’s first Shoe Factory outlet in India. “We selected this city as it is a good testing ground for its mix of metro and non-metro type consumers,” said Mr Bansal.

Apart from Shoe Factory, the company is also planning to set up a chain for lifestyle footwear stores for the higher-income group. It has hired Italy-based design company Zero Uno for developing the design format for its lifestyle stores and it would soon be submitting its report.

“The lifestyle footwear stores would offer consumers the best of the international footwear brands. We will mainly target the metro cities for these high-end stores,” Mr Bansal said.

The first lifestyle footwear store is expected to come up in Noida by September this year. The investment in the lifestyle footwear stores could not be ascertained as the company has yet not decided upon the brands it would be housing in the store.

The company, at present, is sourcing products from India, but it later plans to import footwear from China. While FootMart would source 70% of products from India, the remaining 30% would be from international markets.

According to industry estimates, the total footwear market is pegged at Rs 12,000 crore, of which around 85% is controlled by the unorganised sector, leaving only 15% for the organised players like FootMart.

While Shoe Factory the value store is based on price-driven concept, the lifestyle store would be brand-driven. We would be setting up around 35 lifestyle store in next five years, Mr Bansal said.

The company expects a total turnover of more than Rs 500 crore over the next few years. FootMart is targeting 10,000 square feet space in different towns for the Shoe Factory stores and plans to reach out to towns with a population of more than 10 lakh.

By the year-end the company would be coming up with eight value stores and two lifestyle stores. By September, it would have Shoe Factory stores in Bangalore, Hyderabad, Delhi, Agra and a few other towns.

Column: China's India strategy - A piece of mind

(BS 09/05/2006) New Delhi - The following is a fictitious, recent conversation with China’s master strategist (MS) in his twilight years:
SA: Thank you for agreeing to see me again, especially with your failing health. You have advised the Chinese leadership on strategy towards India for more than 50 years. What’s your assessment of that strategy?
MS: Well, the strategy was good but it has worked out even better than I expected, thanks to a lot of unwitting help from your countrymen, especially the politico-administrative leadership.
SA: How so? What was the strategy? And how did we help you “unwittingly”?
MS: Well, I will need a little time to explain. And please don’t interrupt… you Indians are very bad at listening. Your incessant chatter gets in the way of your thinking. It causes confusion. I shouldn’t complain…your strategic confusion has helped us a lot over the last five decades.
Way back in the mid-1950s, in the years of “Hindi-Chini bhai-bhai”, I advised Mao and Zhou that in the long run India was the only serious potential challenger to China’s inevitable hegemony over Asia…and perhaps the world. Therefore we had to work to keep India weak. I had some difficulty getting their attention. They were so preoccupied with America’s aggressive containment policy and our early frictions with the Soviet Union. But they listened and understood and by the late 1950s our strategy was in place. Zhou sweet-talked Nehru while we built an all-weather strategic road across the Aksai Chin, moved our forces into Tibet and reinforced our positions along the McMahon line. Your Mr. Nehru was a good man, but he was too soft and a poor judge of people. Look how much he trusted Krishna Menon. Anyway, Nehru was no match for Mao and Zhou.
At first we hadn’t planned on a war with India. But Menon’s stupid “forward policy” gave us too good an opportunity in 1962. Through that sharp, short border conflict we achieved many things: we won a decisive military victory (a rout really) and demoralised the Indian army; we showed the world, especially Asian countries, who was the real power in Asia; we derailed your Third 5-Year Plan and sapped the momentum of your economic development; and we tightened our stranglehold on Tibet. With our unilateral ceasefire and withdrawal in the north-east we demonstrated our maturity in global affairs.
Right from the late 1950s we cultivated Pakistan with economic and military assistance and ensured continuous pressure on India’s western borders. Our goal was to tie India down in a low-level equilibrium of incipient and debilitating conflict with Pakistan. It was quite an effective strategy and we successfully co-opted the Americans, especially Nixon-Kissinger. But then Yahya Khan and Bhutto blundered and presented Indira Gandhi with a golden chance to dismember Pakistan and help create Bangladesh. She was one tough lady, with rare strategic and tactical sense. I tell you, she was the only “man” in your cabinet. She made a huge mistake though, in freeing 90,000 Pak POWs without securing final agreement on the Kashmir cease-fire line as the international border, in exchange. That allowed us to continue playing the “Pakistan card” for containing India, including through transfer of nuclear and missile technology. And, contrary to our expectations, she failed to follow through with weaponization after showing great courage and initiative with Pokhran I.
Fortunately for us (unluckily for you), neither Indira Gandhi nor her Kashmiri pandit advisers understood economics. Her “socialism” of populist slogans, nationalizations and intricate, energy-sapping controls of Indian industry, trade and investment kept your country poor and weak for 15 years. Her policies wrecked your textiles and other labour-using industries. It didn’t even provide the mass education and healthcare that Mao had achieved for China. Our own leadership woke up to the developmental power of enterprise and markets by the late 1970s. It took your lot another dozen years. But by then we had left you far behind. Even in the 1990s your approach to world trade and investment was so tentative. The brute fact is that in the last 15 years our per capita growth rate has been double yours and our annual increase in exports is more than your total exports! And almost half of India’s children are malnourished (only a tenth in China). How can India be a competitor to China? We are in different leagues now.
SA: Aren’t you exaggerating the disparities? What about our 8 percent growth in the last 3 years? What about our great advances in IT and pharma? What about our burgeoning labour force? Every one talks about India’s superior demographics.
MS: (thoughtfully)…Interesting. My Politburo has been asking the same questions these last couple of years. But I told them not to worry. I gave them four big reasons why India will never rise to compete effectively with China. First, all this IT stuff is a sideshow, significant but a sideshow nevertheless. Actually, IT usage and penetration in China is far more than in India. Even in IT exports, India’s lead is temporary. Just compare after 5 years. Second, this “superior demographics” argument is nonsense. It ignores India’s huge failure to generate decent jobs. All those millions of new workers won’t get real jobs; not as long as India persists with Indira Gandhi’s inflexible labour laws. And India’s illiterate (in economics) Left parties will block labour reforms for many more years. They can be relied upon to perpetuate casualisation and immiserisation of India’s working class!
Third, India will never find either the resources or the will to build large-scale, quality infrastructure. Their politicians, “babus” and Pay Commissions will always spend the bulk of public money on pay hikes for their tribe. And even if they found the money, their politico-administrative system has become so rickety, it simply lacks the capacity to decide and implement big projects successfully. Sloth, incompetence, political competition and corruption combine so effectively to block successful project execution. I showed my Politburo the latest reports of your Ministry of Programme Implementation, which demonstrate the huge time and cost over-runs on public projects.
Finally, I told them to watch how the quota/reservation debates and policies unfold. I predicted that this thoroughly bad approach to genuine problems of backwardness and inequity will spread in India, perhaps even to the private sector. And no society, which devalues merit and competence, can succeed in the modern world. Not to mention the massive social strife this policy will generate. The 8 percent growth is only a temporary spurt. China need not worry about a truly “resurgent India”. It’s not going to happen.
SA (gloomily)… Thank you.

By Shankar Acharya, Honorary Professor at ICRIER and former Chief Economic Adviser to the Government of India.

News: Indian airlines are happy with pie in the sky

(DNA 09/05/2006) Mumbai - What is one to make of an industry where the largest player has to sell assets to make profits appear better than they are? Or when an aggressive player enters the capital market by promising another year-and-a-half of losses, but still wants to sell his shares at 15 times face value?

It’s either an industry that doesn’t believe in economic logic or one that is on the threshold of such massive growth that such short-term realities don’t matter.

Both images are true of the Indian aviation industry, which is bleeding profusely as costs soar and airfares continue to stay firmly down due to competition. The main listed company and market leader, Jet Airways, has just turned in fourth quarter results for fiscal 2005-06 where earnings before interest, tax depreciation and amortisation (Ebitda) fell 51% when turnover grew 35%. This is the result of selling the bulk of its tickets at discounted rates. To rescue the bottomline, Jet sold five aircraft and leased them back. With its recent acquisition of Air Sahara, which is steeped in losses, Jet is, if anything, going to fly deeper into turbulence.

Air Deccan, the country’s original cut-price airline, has just lowered ambitions of selling its equity at fanciful prices of Rs 300-500 apiece. Its initial public offer, slated to open on May 18, asks for a price in the range of Rs 150-175 when the airline has reported a net loss of Rs 121 crore in the first eight months of 2005-06 (till November).

The red ink, though, isn’t frightening anyone. If anything, the scent of fast-paced growth is only attracting more competitors. After SpiceJet Ltd (May), Kingfisher Airlines (May), Paramount Airlines (September) and GoAir (November) launched their services in 2005, another half-a-dozen are waiting in the wings to take off.

What commercial logic is driving businessmen to aim for a piece of the Indian sky?

“There is still a huge untapped potential in this sector. Today, all Indian airlines put together are serving only around 25 million passengers annually in a country with a population of over 1,000 million. They are catering to only 2.5% of the population. Singapore Airport alone handles over 32 million passengers while Europe’s largest low-cost airline, RyanAir, flies over 38 million passengers. So, you can imagine the potential that is waiting to be tapped in India,” says Air Deccan managing director GR Gopinath.

“When I decided to start an airline, there was only one low-cost carrier (Air Deccan). Now there are three of us, but the rate at which the air traffic is growing, there is profit for all of us to be made,” says Jeh Wadia of GoAir.

Clearly, long-term growth potential is blinding everyone to the losses. According to figures put out by the Centre for Asia Pacific Aviation (CAPA), India’s air traffic in the domestic sector grew from 19.5 million in the last fiscal (2004-05) to 25 million this fiscal. This is a growth of 28%. And, according industry players, this is just the beginning. They say this level of growth is sustainable for at least the next five years.

Uttam Kumar Bose, president and CEO of feeder airline Jagson Airlines, which has announced plans to launch its own low-cost airline some time this year, believes that there is huge scope for new airlines to make a profit.

“Indian airlines will be able to make the same kind of windfall from aviation business that Chinese airlines did in the first 15 years after the aviation sector took off in China. A lot would depend on how innovative and creative you are with your business model. When we launch, we are planning to come out with a new concept which will ensure commercial viability,” says Bose.

Bose won’t quite tell what his “new concept” will be, but it had better be something that brings in higher margins. CAPA chief executive Kapil Kaul says that the current average margin in the aviation industry ranges from 4% to 8%. “Indian companies, however, are still far away from profitability. Except for Jet, which has been consistently making profits since its inception, none of the others are making profit,” says Kaul.

Industry experts say that operating margins in the airline business do not tend to be huge, but on high volumes even small margins translate into substantial profits. And these profits are proportional to the shortfall in capacity. Most airlines make their best profits when this gap between demand for airline seats exceeds supply. At present, India is passing through that phase.

Rising income is swelling demand for air travel. Airlines are trying to fill the supply gap by expanding their seat capacity. Over the last one year, Indian carriers have ordered over 300 aircraft. Despite such orders, India’s fleet strength would still lag behind China’s fleet of 1,000 aircraft.

“There is scope for adding more aeroplanes. Now, whether it is the same company adding it or there are different players adding it, we need to understand its impact on profit. If many of them are adding capacity, then overheads get duplicated and can impact the industry’s profitability adversely,” reasons SpiceJet Ltd CEO Siddhanta Sharma.

But even as entrepreneurs make a beeline to enter the sector, rising costs of aviation fuel, employees, and aircraft lease rentals are squeezing margins when airfares refuse to rise in line. In the last two quarters of fiscal 2005-06, market leader Jet Airways has taken a big hit on profits, which have tumbled over 50%. But it is not just Jet whose margins have been squeezed. The same cost-fares pincer has crimped the yields of all seven domestic Indian carriers (Jet, Indian Airlines, Kingfisher, Air Deccan, SpiceJet, GoAir and Paramount).

One result has been a pushback in the breakeven dates of many start-ups. Take the case of SpiceJet, which was expecting to break even with 7-8 aircraft. Now that competition has intensified, its gestation period has got stretched.

According to Air Deccan’s CFO Mohan Kumar, it takes about one year for any particular flight route to become profitable. Air Deccan currently makes money on only 60 of its 250 flights.

But that’s not the same as saying that investors are kissing goodbye to their money by investing in aviation. The CEO of Dubai-based private equity company Istithmar, Muneef Tarmoom, who has invested in SpiceJet, is not complaining about the lack of returns yet. “We are very pleased with our investment in SpiceJet,” he says. Tarmoom adds that Istithmar puts its funds only in projects that give returns of over 20%. “We are not interested in anything below that,” says the seasoned investor.

It will take a while for investors to find out whether their bets have been right or wrong. The message from international aviation, where airline after airline is slipping into bankruptcy, is troublesome. In the US, after United Airlines, two of its biggest rivals - Atlanta-based Delta and Minnesota-based Northwest - are also headed for restructuring under Chapter 11. Many other major airlines around the world have also hit air pockets and are either merging or entering into alliances to survive.

India cannot be entirely insulated from this reality. While the government has already announced an intention to merge Air India and Indian, Jet Airways has acquired Sahara. “Even as new airlines will appear in the Indian sky, we must not rule out mergers and acquisitions in the very near future as players try to consolidate,” forecasts Edelweiss Capital analyst Nikhil Garg.

In sum, the sector will continue to boom; but not everyone will be able to take the heat of competition. Only the fittest - and those with the fattest wallets - will survive.

News: GAIL inks LPG foray in Uzbekistan

(DNA 09/05/2006) New Delhi - With natural gas producing countries looking for value-addition to the priced product in their own country, GAIL (India) Ltd plans to set up a natural gas-based LPG cracking plant in Uzbekistan at a cost of around Rs 250 cr.

The public sector gas major, along with Uzbekneftegaz (UNG), will be setting up plants for producing 1 lakh tonne of LPG every year in the western part of Uzbekistan. Each LPG plant will take a capital investment of $50-60 million and produce LPG predominantly for the domestic market of Uzbekistan, said a GAIL release.

GAIL and UNG recently entered into a memorandum of cooperation (MoC) for setting up the plants. Under the MoC, the two companies will jointly pursue gas sector projects covering exploration and production, gas processing, production of petrochemicals as well as training.

UNG is the eighth-largest gas producer in the world with a pipeline network of over 13,000 km. As a holding company, UNG has a number of foreign collaborators like Russian gas majors Gazprom and Lukoil, Kellogg, BSI & ABB Lummus Global, Canada-based Nova Chemicals, Japan’s Toyo, Mitsui, Marubeni & Nisho Ivai, French Technip, China’s That-xa & Dunshen and Malysian Petronas.

GAIL and UNG had held preliminary discussions in early March 2006 on these specific project opportunities. Following the MoC, a joint working group will be set up. Detailed discussions on setting up of LPG plants specific project opportunities in E&P in Uzbekistan would be held later this month.

UNG is a state-owned holding company formed in 1998 when the Uzbek government merged nine companies in the oil and gas sector. As a natural gas major, UNG has been responsible for international cooperation in Uzbekistan.

The other key business operations of this company are gas processing, petrochemicals, refining, pipelines and marketing of hydrocarbon products.

News: Virgin Atlantic interested in Indian carriers

(PTI 09/05/2006) Mumbai - Richard Branson-promoted Virgin Atlantic Airways is interested in investing in the Indian civil aviation sector once the Union government relaxes regulations for foreign airlines to pick up stake in domestic carriers.

"The Virgin group is interested in investing in airlines across the globe. In India, aviation sector is booming and we are definitely looking at investing in India," Virgin Atlantic GM (India) Joe Thompson said.

The company is looking at picking up stake in domestic budget carriers.

"But nothing has been decided... what I can say is that the market in India is definitely interesting and the conditions are so good for investment," Thompson said.

Terming the government policy of not allowing a foreign airline to pick up stake in domestic carriers, as a 'setback' to Virgin's plans, Thompson said his company would be looking at opportunities once the Centre relaxes regulations.

According to civil aviation policy guidelines, no foreign airlines are allowed to buy stake in Indian carriers. "But the policy allows Richard Branson as an individual to invest in Indian carriers as the government allows FII up to 49 per cent in the aviation sector," market sources said.

Virgin planned to pick up stake in Air Deccan and Richard Branson had discussions with the airline CMD G R Gopinath but the talks remained unfruitful due to civil aviation policy guidelines. Virgin clarified that Branson was not interested in investing in Air Deccan in his individual capacity.

Thompson said Virgin Atlantic was actively looking at expanding its route network across the country.

"Presently, we are flying to Mumbai and Delhi everyday. We will be expanding our network to South India," he said.

The airline is considering operating direct flights from Chennai, Hyderabad and Bangalore to London. Meanwhile, it will be increasing its number of flights to Mumbai and New Delhi.

The airline today introduced upper class suite in India offering comfortable reclining leather seat for take off and converts into a fully flat bed.

"With this we are expecting a 15-20 per cent passenger increase in the upper first class," Thompson said.

The airline was also thinking of providing mobile connectivity in the air, but it was in the premature state, he said.

The upper class suite is available in all Virgin's Boeing 747-400, Airbus A 340-600 and A 340-300 aircraft. The A 340-300 aircraft operating on the Indian routes has been configured with 34 upper class suites, 35 premium economy seats and 171 seats in the economy class.

News: DS Kulkarni okays 49% FII investment

(BL 09/05/2006) Mumbai - DS Kulkarni Developers Ltd on Tuesday said that the investment limit for foreign institutional investors in the company has been approved up to 49 per cent in the equity share capital.

The shareholders, at the EGM held on April 10, approved the 49 per cent investment by FII, either by direct investment or by acquiring from the market under portfolio investment scheme, subject to necessary approvals and provisions, DS Kulkarni informed the Bombay Stock Exchange.

The shares of the company were trading at Rs 376.10, down 2.04 per cent on the NSE.

Monday, May 08, 2006

News: Lloyd seeks a firmer foothold in India

(DNA 08/05/2006) Mumbai - After introducing Europe’s luxury footwear brand Lloyd in India through an exclusive Lloyd store in Mumbai last year, Tata International Ltd (TIL) is now focussing on increasing the brand’s presence through multi-brand outlets (MBOs) in the country.

O K Kaul, president of Tata International Ltd, said, “The target is to set up around 25 multi-brand outlets in key Indian markets in the next 18 to 24 months.”

The company will target lifestyle multi-brand stores such as Regal, Rocia, Incorporate 5 and premium concept stores such as Shoe Tree and Gabbana to retail its Lloyd range in India. In addition to enhancing its presence in Mumbai, New Delhi and Bangalore, the company will also target new markets like Chennai, Chandigarh and
Ludhiana for retailing Lloyd shoes.

“The mark-up in exclusive stores is in the range of 130% to 150%. However, in case of retailing through an MBO, it is around 45% allowing the retailer to get better returns,” said Rainer Luers, manager international sales/marketing for Lloyd Germany.

The company is targeting sales of over 5,000 pairs annually. “Over 70% of the target is being met already,” said Sushen Roy, divisional head marketing, TIL.

TIL will also open more exclusive stores in India. “We are looking at adding two more stores in New Delhi and/or Bangalore and Chennai,” said Rainer Luers, manager international sales/marketing, Lloyd Germany.

News: Private equity in India is now a $4 billion gusher

(DNA 08/05/2006) Dubai - India has struck a rich vein of dollars in private equity funds. Close to $4 billion has been raised for investment in Indian companies over the last few months and the figure for calendar 2006 so far is already around $2 billion, according to investment and fund managers.

Foreign institutional investors (FIIs) may be going easy on stockmarket investments right now, but private equity managers are raking it in because wealthy investors continue to buy the India story. The only difference is that they are looking for investment opportunities in lesser-known, unlisted Indian companies.

Says Khaled Al-Muhairy, CEO of the Dubai-based Evolvence Capital, an asset management firm focused on Gulf countries and India: “India¹s strong fundamentals offer ample opportunities for private equity investments, with growth capital being the most attractive segment.”

With as many as 62 India-centric private equity funds at last count, the current situation is a far cry from the $20 million raised in 1997. “India-centric funds have raised almost $4 billion in recent times,” confirms Shahzaad Dalal, vice-chairman and managing director at IL&FS Investment Managers.

His company recently announced the closure of its Realty Fund with over $502 million in investor commitments against a planned $ 300 million.

As investors see it, opportunities will only increase if the economy continues to grow consistently at about 7-8% per annum. This would require growth capital of about $40-50 billion every year, Dalal added.

Says Achal Ghai, general managing partner of Avigo Capital Partners, which runs an India-focused fund: “Despite significant investments, Indian infrastructure services are still grossly inadequate and provide tremendous opportunities for growth.”

There is tremendous capital appreciation potential in the small and medium enterprises segment, too, he adds.
India’s emergence as a key focal point for rich investors across the world is not difficult to understand.

“The key growth drivers for the country are the demographic advantage, with 54% of the population below 25. This has also resulted in a consumer boom. Besides, there is a vast pool of professional talent and deregulation is happening in most sectors,” says Dalal. He was talking at the 2006 Asian Private Equity & Venture Capital Forum held in Dubai recently.

Cash-rich investors from the Gulf want a piece of the action. Private estimates put Gulf-related investments in the stockmarket at well above $2 billion over the last one year. Says Kamlesh Gandhi, executive director of Centrum Capital, a finance house: “There was always some interest from this region in India, but this has escalated in the past few years. Going forward, the actual money being invested will leapfrog a number of times.”

Vikas Thapar, managing partner of UK-based Carlos Place Partners, another private equity player, says that the Indian private equity market is relatively young but is likely to evolve into a large, competitive and sophisticated market with the emergence of different models and themes.

It will see specialist funds targeting specific industries or investment stages, more buy-outs, carve-outs and restructuring and a proportionate increase in fund sizes, he added.

With $4 billion already sloshing about in private kitties, nobody’s going to challenge that statement in a hurry.

News: Reliance set to cross the border

(BS 08/05/2006) Mumbai - Reliance Industries Ltd (RIL) is all set to cross the border. India's largest private sector company is in talks for picking up equity in Pakistan PTA, the neighbouring country's only major producer of purified terephthalic acid (PTA).
A delegation of senior executives from RIL is already in Pakistan for negotiations on valuation. The company’s PTA business is headed by Subodh Sapra, president. If the deal goes through, it will be the biggest investment by an Indian company in Pakistan.
Company executives did not want to comment on the issue but sources close to the development said talks were at the preliminary stage.
The PTA plant is in close affinity to Port Qasim, about 50 km from Karachi. “This makes things logistically easier for Reliance. The Indian company's Jamnagar port in Gujarat is just about 10 hours from Port Qasim.”
A senior analyst tracking the industry said the Pakistan venture would add muscle to Reliance’s polyester business. It also assures RIL another steady source of raw material after the expansion of its polyester facilities.
RIL’s polyester capacity of 2 million tonnes per annum is the sixth largest in the world. The company is the largest producer of polyester fibre and yarn in the world. The company is moving towards high-end applications like industrial usage of PTA from mere textiles.
Purified terephthalic acid is the integral raw material in polyester. RIL is the world’s fourth largest producer of PTA and the largest manufacturer of polyester fibre and yarn.
With a turnover of nearly Rs 2,200 crore last year, Pakistan PTA produces 72,000 tonnes of PTA and sells 4,78,000 tonnes. RIL’s present PTA capacity is 9,75,000 tonnes a year, which is slated to increase to 1.9 million tonnes after the current expansion.
Pakistan PTA was formed after the PTA business was demerged from ICI Pakistan in 2001. It remains a member of the worldwide ICI group. Incidentally, RIL had acquired ICI's polyester fibre business in India in the early 1990s.
The UK-based multinational was instrumental in producing polyester fibre for the first time in India by setting up a plant at Thane in Maharashtra.
The Pakistan company is listed on the Karachi, Lahore and Islamabad stock exchanges. On December 31 last year, 75 per cent of its shares were held by ICI Omicron BV (on behalf of ICI plc, UK).

News: Rural India still banks on money lenders

(TNN 08/05/2006) New Delhi - Rural folk continue to remain more dependent on non-institutional agencies, not only when it comes to taking loans, but also when it comes to repayment of debt.

In a recent report of the National Sample Survey (NSS), it has been found that outstanding debt to non-institutional agencies like local money lenders, friends and relatives is almost half of the total outstanding debt of rural people compared with that of institutional agencies.

The trend continues despite the efforts of the government to provide rural credit at interest rates as low as 7%, as against the average of a 22% interest charged by money lenders.

The fact that villagers and small-towners still rely more on moneylenders is corroborated by the figures in the report which show that the outstanding debt per household to non-institutional agencies is Rs 3234 for rural areas as against Rs 2931 for urban areas. Also, while outstanding debt to the local money lender in urban areas is 14.1% of total outstanding debt it is 29.6% for rural households.

As far as non-institutional agencies are concerned, 10% of the unpaid debt belongs to the agricultural money lender and 19.6% to the professional moneylender. These figures are much lower as compared to those of the two major sources of institutional rural credit — co-operative societies and banks.

The percentage of total outstanding debt to the former is 27.3% and 24.5% for the latter. The two alone contribute to 51.8% of all unpaid debt in rural areas. At the same time, these figures also indicate that commercial banks, regional rural banks (RRBs) and co-operative societies have managed to make inroads into rural areas, encouraging folk to use institutional agencies for the credit needs.

While the unpaid debt outstanding to institutional money lenders like banks is as high as 75% the reason for such high non-payment is not the same. In urban areas the total outstanding debt per household to institutional agencies is as high as Rs 8,840, while that for non-institutional agencies it is only Rs 2,931 per household.

However, in case of rural areas the difference between outstanding debt per household from institutional and non-institutional agencies is not as huge. The outstanding debt per household to institutional agencies is Rs 4305 as against that for non-institutional agencies is Rs 3,234.

The survey points out that unpaid debt to non-institutional areas stands at 42.9% as against 57.1% of institutional agencies like banks. In urban areas, unpaid debt to non-institutional areas is about 25% of the total outstanding debt.

Sunday, May 07, 2006

News: CARICOM for Single Market

(PL 07/05/2006) Havana - The Caribbean Community (CARICOM) will promote creation of a single market and will work to achieve better terms in sugar exports, in meetings with Spain and the European Community the next week.

Madrid will host the first meeting on Wednesday, and the second meeting will be held in Vienna from Friday to Saturday.

For CARICOM, creation of the Single Market and Economy is the timely response to the global atmosphere, characterized by the loss of preferential treatment for regional merchandise.

The Single Market, signed by six members, came into force in January, and is expected to complete its shape in June, incorporating six other countries.

This instrument will facilitate movement of goods, services, and employment categories, but will also be in charge of development programs for the least favored members, industry, and economic planning.

These small Caribbean islands, which knew they were doomed to disappear with the US Free Trade Agreement of the Americas, keep alive the integration process, despite its ups and downs, complexity, and difficulties.

News: Plastic money gaining credence in India

(TV18 07/05/2006) Mumbai - A year before economic reforms kicked off in 1991, Citibank stole a march ahead of its competitors and became the first bank to launch a credit card in India. Fifteen years later, the pioneer has been upstaged by a homegrown bank, ICICI Bank, which has raced to the top position in less than four years with more than 3 million cards. That’s a frenetic market for you.

The New York based major has been beaten but not disgraced. With about 2.5 million card holders, Citibank is at second place. Standard Chartered Bank, at third spot, has issued about 1.78 million cards, and plans to extend its reach to 25 cities by the end of 2005.

Close on its heels is domestic behemoth State Bank of India (SBI) which has crossed 1.5 million cards within two years of launching the card. HDFC Bank is at fifth place with a million cards on its books. HSBC is fighting hard to be in the reckoning with over 900,000 cards.

Economy driving spends

A thriving economy, substantial increase in disposable incomes and consequent rise in consumer expenditure, growing affluence levels and consumer sophistication have all led to a robust growth in credit cards, and each of the players mentioned above have posted an enviable annual growth rate of more than 100% over the last two years.

There is no doubt that more and more middle class Indians are letting plastic rule their day to day lives. Five years ago, there were 4.3 million credit cards being used in the country. That zoomed to 6.5 million in 2002. A year later that shot up once again to around 9 million credit cards. Today, even if debit cards are overtaking credit cards in popularity, the scorching pace of growth continues unabated.

Venture Infotek, a consumer payment processing company, estimates that the total spends in the credit card payment industry in 2003-04 was close to US $ 5 billion at merchant establishments. This reflected a growth of 28% over the previous year.Projections for 2005 range from 10-14 million cards according to Electronic Payments International. According to another forecast put out by the Lafferty Group, India’s credit card spending is estimated to grow at 34 per cent in 2005.

Standout features

An explosive growth in volumes has not dented quality nor profitability, and the Indian card market is at par with the best in the world. Here are some indicators.

Profitable usage: Credit cards can be used online with a separate security number to prevent misuse. This has increased profitability. An estimate by Business Standard in early 2004 reckoned that Citibank's profits on the card business were over US $ 34 million and StanChart's was around US $ 23-34 million. Among the Indian banks, SBI Cards was estimated to be the most profitable with over US $ 11.6 million as operating profit.

Growing reach: Indian Raiways which runs one of the largest travel booking sites in Asia and offers door-delivery of train tickets if booked online using credit or debit cards. Credit cards are now increasingly being used to pay for even school fees and hospitalization expenses.

Safe and sound: Safety standards followed by players to prevent misuse match the best in the world. For example, any transaction above a particular sum is automatically referred to the issuing bank which calls up the cardholder in a matter of seconds on the mobile phone to confirm the purchase.

Feature-driven: Product features too match the best anywhere in the world. Almost all credit cards come with standard frills such as free accident insurance, medical insurance at a heavy discount and much more. The cardholder is offered the option of converting a big purchase made on credit card into a loan at a lower rate of interest spread over a long period. Banks now offer details of expenses incurred on credit cards under different heads – such as food, clothes and jewellery – to enable easier tracking by the customer. E-mail alerts and mobile alerts on credit card details are commonplace.

Aggressive marketing

Banks have not only raised the bar in quality and services but they have also devised aggressive growth strategies to notch up higher spends on cards. ICICI Bank, for example, launched three no-holds-barred campaigns simultaneously during the high festival season in the last three months of 2004 – a 5% cash back on all purchases over Rs 2,000 (US $ 46)a lucky draw for a couple to the seven wonders of the world; and a chance to win a Mercedes E 240. Result: the bank saw spends shoot up by 36% during the last three months of 2004.

Over the last four years, the bank has also built up the most extensive network of sales, service infrastructure and collection mechanism for credit cards across 107 cities including smaller towns like Vapi, Valsad and Bhuj in Gujarat and Siliguri in West Bengal.

Not that competition has been staying quiet. As soon as ICICI Bank came out with the cash back scheme, Citibank decided to introduce a new cash back card on the lines of its popular Citibank dividend card in the US. Other players too have already announced their plans to take on the top two.

Growing beyond metros

The growth in spending has so far been spearheaded by the burgeoning middle class in major cities, where consumer spending is concentrated on lifestyle and luxury goods.Spending in rural areas has been mainly in cash.

This has begun to change. By issuing credit cards at 107 cities, ICICI Bank has established the largest reach. SBI, the largest bank in the country with over 9,000 branches, has fanned out its credit card business in 45 cities. Citibank, which operates in 40 cities, is planning to scale it up to the 94 cities in which group company Citifinancial operates.

When the plastic revolution spreads, many farmers could be using credit cards to buy seeds and fertilisers. That would, in fact, put an end to the reign of unscrupulous money lenders in rural hinterland.

Huge market remains untapped

The most heartening part of the growth is that so much still remains to be covered. Consider this: only 2.4% of the working population in India owned a credit card in 2004. McKinsey predicts that 35 million credit cards will be issued by 2010 with an outstanding balance of over $7 billion.

Compared to other Asian markets, Indian credit card market is still at a nascent stage. Credit cards per bankable population in India is 0.03 per person against 3 in South Korea, 2.66 in Taiwan, 2 in Hong Kong, 1.1 in Singapore and 0.4 in Malaysia. According to Mr. V Vaidyanathan, senior general manager and head – retail products, ICICI Bank, an average Indian credit cardholder spends less than $500 on his card annually, compared to around $800 in Sri Lanka and over $3,000 in Hong Kong and Singapore.

Outstanding dues on credit card (which are the money spinner for any card issuing bank), are the lowest in the region. The outstanding balance in India is at $1.5 billion, compared to $90 billion in Korea, $10 billion in Hong Kong and US $2.5 billion in Malaysia.

In other words, the credit card market in India could continue to register the current blistering growth in the medium to long term. That should be music to the ears of banks looking for a slice of an increasingly affluent Indian consumer.

News: US companies in India - Raking in the moolah

(TV18 07/05/2006) Mumbai - It’s payback time for American multinationals who’d set up business operations in India in the 1990s. From technology outfits to cola makers; from car makers to seed makers; from construction equipment companies to banks -- they’re all making money, and a mark. According to the American Chamber of Commerce in India—which has seen its membership base grow from zero in 1992 to more than 300 today-- a majority of US firms with a presence in India have been reporting doubledigit year-on-year growth.

India has been identified as one of Coke’s most profitable global markets. According to a study conducted by BCG, the Indian arms of two American banks, Citibank and Bank of America are more profitable in India than their global average.

General Electric did $ 1 billion worth of business here three years ago, and continues to maintain the same pace. It has so far invested US $ 600 million in India; this money has brought domestic earnings of US 1 billion and exports worth another US $ 1 billion. In other words, GE has recouped more than three times its investments.

Uncle Sam scales up

American multinationals are scaling up as if there’s no tomorrow. India is already Reebok’s fastest growing market in the Asia Pacific and the country is Motorola’s third largest market. Ford arrived in India at the turn of the millennium with 12 dealerships in 8 cities; today it has 90 dealers in 70 cities. The US auto major has just completed what it calls “its best ever year” in terms of sales.

While many US companies are benefiting from the growing size of the domestic market, others are being rewarded for making India their hub. US automotive systems company Viseton makes automobile starters and alternators for the European market. With $43 million in sales, Viseton is the largest exporter of alternators out of India.

The rapid growth is not restricted to IT or manufacturing. American companies also making important inroads in India’s massive farm sector, which employs 70 per cent of the population either directly and indirectly. US agrochemical giant Monsanto started selling BT cotton seeds in India barely two years ago. In the first year (2003) about 75,000 farmers supported BT cotton. The number was 300,000 in 2004 and in 2005 about 500,000 farmers are expected to cultivate the crop.

For US investors who bought into the India story in the nineties—when others were still restricting their Asian forays to China—the mood is upbeat. A study conducted a few years ago by the Xerox Corporation and consulting firm Inter-Link India revealed that about 70 per cent of all American companies reported better than expected market share, market growth, product launches and profits. Only 14% were worried about sovereign guarantees. Almost all those surveyed said they would not scrap their venture in India. Over 93% rated the business climate in the states they were located in as fair to excellent.

In segments such as Information technology and software, an overwhelming 83% of American companies said they were very happy with their experience in India.

This hardly comes as a surprise. Nine out of top 20 Indian IT firms are from United States. These firms make up over 37% of the turnover of the top 20 firms operating in India. And they’re making hay. Oracle recorded operating margins of over 40 per cent between September and November last year. At another level, IBM led India’s server market in 2004 with a 30 per cent market share.

Building India: Defence and infrastructure

India has developed a ravenous appetite of late, and the country’s consumer,infrastructure, transportation, energy, environment, health care, hi-tech and defence sectors represent a market that exceeds tens of billions of dollars in the short and medium-term.

Consider defence. India imports $1.5 billion worth of military hardware annually. The lifting of U.S. sanctions against India in October 2002 means that U.S. defence suppliers can once again be considered to meet these growing requirements. Also, after the events of September 11, 2001 in the U.S., India’s defence cooperation with the United States has reached an all-time high.

Opportunities are also sprouting in infrastructure. Construction of nearly everything from airports to container ports to teleports, together with a $10 billion countrywide road construction plan, has set the stage for fresh investments, and since they already have a foothold in India, American companies have a headstart over a number of other countries.

Take global construction equipment major Caterpillar makes backhoe loaders. With new infrastructure projects being commissioned every day, backhoe loaders are the backbone of the Indian construction industry, and they account for approximately 50 % of the earthmoving equipment sales. Caterpillar foresaw this environment some years ago and put India on its manufacturing map. It invested in a 183 acres facility which has a factory spread over approximately 51,000 square meters near Chennai. Now it is well set to cash on the construction boom.

Consumer power

Yet it is the sheer size of India’s consuming class that is causing the maximum excitement among US companies. According to Richard Celester, the former US ambassador to India, the country has grown by a Brazil in the last 10 years, and will grow by another Brazil in this decade.

With a manufacturing boom as well as an expansion of back-office outsourcing into the second-tier cities, wealth and purchasing power are no longer a big-city syndrome. According to a report by the National Council for Applied Economic Research, half of India's 10.7 million households with an income of up to a million rupees ($23,000) are in smaller cities. The report has recorded a big rise in the number of rich households, those with incomes of 1 million rupees to 5 million rupees (43 rupees = US $ 1) , in smaller cities like Vadodara, Nagpur, Ahmedabad and Vijayawada. Also, while in 1995 just 2.8 percent of households were counted as middle class, with income of 200,000 rupees to a million rupees (US $ 4600 to US $ 23000), the report has projected that 12.8 percent would be counted as such by 2009.

Because of consumerism, markets of key interest for US companies, like
computers and soft drinks-- are growing rapidly. PC shipments surged 34 percent last year, outpacing the 14 percent increase in Asia, according to data from researcher Gartner Inc. The Indian market will expand more than 30 percent a year for the next three years, according to the Manufacturers Association of Information Technology, Similarly, soft drink sales in India grew 76 per cent between 1998 and 2002, and is expected to grow at least 10% per year through 2012.

All this is good news for a slew of American companies who betted early
on the great Indian middle class.

PepsiCo India -- which is expecting a 15-20 per cent increase in sales in 2005 according to its India head Rajeev Bakshi -- has 19 company owned factories and 21 franchisees. The company has set up 8 greenfield sites and is planning an investment of approximately US$ 150 million in the next two-three years. Similarly, from 1993 to 2003, Coca-Cola invested more than US$1 billion in India, making it one of the country’s top international investors.

Meanwhile, in less than a decade, the US fast food chains of McDonalds, Pizza Hut and KFC have established a strong presence in urban India by putting together recipes made for palates of Indians. KFC came to India in
1995; they opened 70 restaurants over the next 8 years. Last year, they opened 30 more, for a total of 100 to date. Their target in 2014: one thousand restaurants.

Size does matter

The bigger the company the larger is the potential for growth. Citigroup of New York, for instance, makes money in retail banking, corporate banking, wealth management, services for NRIs and a host of other channels. GE also makes money in India in 31 different businesses.

"There isn't a better destination, frankly, than India just because of scale of population and availability of employees," says Pramod Bhasin of GE India. “Right now every one of our manufacturing businesses has a significant engineering operation here," adds Scott Bayman, GE India’s CEO.

Grabbing the Tech space

But nowhere has the performance of American companies been more
profound than in the technology space. In terms of investment and growth, U.S. companies like Cognizant Technologies (largest export revenue earning MNC) IBM, Oracle, GE, Cisco, Compaq, Intel amongst others lead the MNCs in the Information Technology sector. Nine out of top 20 Indian IT firms are from United States. These account for over 37% of the turnover of the top 20 firms operating in India.

These companies are doing well because they bet on India early on. In 1991, Motorola set up its first software centre in Bangalore. In 1999, the American tech giant added two chip designing units around Delhi, and a third one in Hyderabad. India is now well-established as a source of software and chip design, and as a source of excellent capital for Motorola globally. The number of software engineers employed by Motorola in India has gone up from 100 to a current level of 2000 engineers. As a key growth market for Motorola, India has reached a critical inflection point.

Even American companies outsourcing work to India have grown in complexity. Seeking simple cost advantages in the form of call centres is passé. Many now seek the expertise of Indian fashion professionals. India for example, is now a major sourcing hub for Reebok International’s golf apparel and accessories brand Greg Norman Collection. The $100 million brand, which retails at US $60 to US $90 per piece globally, sources about 30-40% of its total apparel needs from India.

The ultimate logic why American companies’ presence will only grow in India is this: If globalization is inevitable, so is a presence in India, one of the largest markets and economies of the future.

American MNCs in India: Tasting success

Oracle started its Indian operations in August 1993. Its Indian subsidiary has achieved a CAGR of about 40 percent since its inception and sells more call-centre software in India than the rest of Asia Pacific combined. Between September and November 2004, Oracle India’s earnings per share increased 35 percent, net income grew 32 percent and operating margin at 41%, the highest ever.

Two years ago, revenues and orders of US giant exceeded US $1 billion in India. GE employs over 22,000 people in India.

At a sales growth of 30 per cent, Ford India recorded its best ever performance in India in 2004, and already, in a period of less than five years, the company’s operations in India have started generating positive cash flows.

Cola Cola re-entered India in the mid nineties. By 2003, the Atlanta giant’s Indian arm. Coca-Cola India had won the prestigious Woodruf Cup from among 22 divisions of the Company based on three broad parameters of volume, profitability, and quality.

Reebok India plans to open a new store in India every week till the end of 2005. India. Reebok India is already the US shoe major’s fastest growing market in the Asia Pacific.

News: Asia faces up to challenge from India and China

(IANS 07/05/2006) Berlin - Despite the robust economic expansion rates being turned in by China and India, companies in other parts of Asia are quietly confident that they can see off the challenge posed by their rapidly growing giants.

While accepting they now have to face up to two new economic superpowers on their doorsteps, companies from countries such as Taiwan, Malaysia, Singapore and Thailand attending last month's Hanover Trade Fair believed that they could beat off the growing might of India and China.

"We are facing major competition (from India and China)," said Bob Chen of Survex Corp, a Taiwan-based precision products company that derives 60 percent of its sales from overseas. "Their labour costs are much lower than in Taiwan."

But echoing the views of other Asian companies in Hanover, Chen said if they could not compete in terms of cost and price, they would focus on other factors such as the quality of their products as well as the speed and efficiency of deliveries.

Many also hoped to head off the threat posed by India and China by focusing on niche markets, with Chinese companies in particular seen as more interested in big industrial and consumer orders in mass markets.

Moreover, companies from Singapore at the trade fair, the world's biggest industrial and technological show, believed that their nation's strict product protection and copyright regime helped them to shore up their positions in the face of tough global competition.

"It is the major strength of Singapore," said one of the country's executives.

Like other parts of Asia, Singapore has been dramatically recovering from the financial storm that swept across the region in the late 1990's with the country's manufacturing sector growing at 5.3 percent last year.

But overall economic growth in Asia is expected to lag behind both China and India. A report released this week by the International Monetary Fund predicted that Singapore and Taiwan would grow by 5 plus per cent in 2006 and 4.5 per cent in 2007.

At the same time Indonesia, Malaysia, the Philippines and Thailand are forecast to chalk up growth rates of 5.1 per cent in 2006 and 5.7 per cent in 2007.

In the meantime, economists are not expecting China's economy to draw breath in the next two years and to expand by about 10 percent. India's is likely to move ahead by about eight percent this year.

"I am not afraid of China and India," said Ho Yeong Cherng, production manager with Taiko, a Singapore-based telecommunications company.

Having built up markets in other parts of Asia such as Japan, Malaysia and Thailand, Cherng said his company was now gearing up to make inroads into Europe.

He said that instead of China and India, his main concern was what he perceived to be the reluctance of European companies to consider Asian products.

He, however, said one of the key problems facing Singapore and other Asian states is how the emergence of India and China has helped to underscore their comparatively high cost structure.

The result has been companies shifting to set up shop in India and China but also in neighbouring Vietnam and Indonesia. Costs are about 300 per cent lower in Indonesia than in Singapore. On average costs in China are about five times lower than Singapore.

It is a similar problem for Malaysia with its companies moving to nations such as Indonesia and China.

"Competition from China is very strong, now we are facing competition from India and Vietnam," said Goh Cheng Meng from Malaysia's FMM Services.

"We have to look at collaborating with India and China instead of competing with them," said Lawrence Chan from the Singapore Manufacturers Federation.

While Chan acknowledged that many Asian companies believed that they could beat China in the quality game, he warned: "China is catching up fast."

At the moment, Eric Chang, deputy general manager of Taiwan technology group Tanong, said his company was managing to keep ahead of Asia's new powerhouse economies, especially China.

But he was not so confident about the future. "In the next 10 years they will definitely follow up with similar technology," said Chang, whose company derives 80 per cent of its turnover from overseas.

"We will try to extend the technological gap between ourselves and our competitors and to focus on niche markets.

"Competition from cheap labour means we have to seek out niche markets," said Ajarin Pattanapanchai of Thailand's Board of Investment.

Pattanapanchai said Thailand's free and open society backed up by the rule of law would help it to secure its place in the global battle for investment.

Nevertheless, the result of the growing competition from nations with low labour costs is for some nations to begin restructuring their economies.

Singapore's goal now is to concentrate on the service sector and tourism rather than manufacturing, which represents a dwindling part of the country's economy. In the late 1980's and early 1990's manufacturing represented about 80 percent of nation's economic activity.

It is now down to 65 per cent.

Likewise, Malaysia is pulling back from labour intensive industries and is giving priority to areas such as the high-tech sector.

News: Kenyan crop failure to boost Indian tea exports

(IANS 07/05/2006) Guwahati - Indian tea exports are expected to jump this year with a severe drought hitting Kenyan crops, an official with the Indian Tea Association (ITA) said on Saturday.

"A massive crop failure in Kenya due to the effects of drought has led to a gap of about 30 million kg of tea in the world market. India is expected to fill this shortfall and hence we are doing some aggressive marketing," said Dhiraj Kakati, secretary of the Assam chapter of ITA, the country's apex tea administration body.

Kakati added that Pakistan, Iran, Iraq, and Russia have been showing interest to lift sizeable volume of Indian tea. "We have been getting positive feelers from these countries," he said. "Our tea exports would definitely increase."

A Pakistani tea trader's delegation visited India last month and showed interest in promoting a new blend of tea, grown in India's northeastern state of Assam.

Pakistan imports about 80 per cent of the country's total domestic consumption of about 140 million kg of tea - a bulk of the imports coming from Kenya.

"An Indian tea delegation is expected to visit Pakistan either this month or early next month to strike a deal," the official informed.

India produced a record high of 928 million kg of tea last year compared to 820 million kg in 2004. India is the world's largest tea producer followed by China.

The northeastern state of Assam is considered the heart of India's tea industry, with the state accounting for about 55 percent of the country's total annual tea production.

In 2005, India exported 180 million kg of tea. "The drop in Kenyan tea production apart, overseas buyers are showing interest in Indian tea, as we have been producing very high quality beverage," Kakati said.

India's $1.5 billion tea industry was facing a crisis earlier, with prices dropping in the weekly auctions since 1998. But, of late, prices are beginning to firm up.

A kilogram of good quality Assam tea sold at Rs 70 in the auctions last week. Last year, the average price in the auctions was Rs 62 a kg. Prior to 1998, good quality Assam tea sold at about Rs 90 a kg.

The slump in prices and exports has largely been attributed to cheap and inferior quality teas produced by many new tea-growing countries, thereby resulting in premium quality Indian teas facing stiffer competition in the global market.

"The Indian tea industry is on a revival trend now and all indicators are very positive so far, and hence, our stress and focus is on producing high quality tea," said A Sharma, a senior planter in Assam.

News: FM promises reforms, seeks foreign investment

(DNA 07/05/2006) Hyderabad - India will deepen economic reforms to achieve 8-10 per cent growth and eliminate poverty, Finance Minister P Chidambaram told the board of governors of the Asian Development Bank on the final day of its 39th annual meeting here.

Observing that the private sector and rising domestic consumption are driving India’s growth, he called for the multilateral body to reorient its strategies so that it can be a fleet-footed intermediary to help developing members attract private capital.

“The investment rate in India is around 30 per cent of GDP and it has largely been funded by domestic savings,” Chidambaram said. As the country moves to a higher growth trajectory, it would need to supplement domestic resources with foreign investment, he said.

The observations of the finance minister, who is the current chair of the ADB board, are significant as the body is currently finalising a medium-term strategy to assist developing member countries.

Chidambaram said the ADB should restore its lending charges to the lower rates prevailing before 2000, saying this is critical to the growth of the bank’s business. Further, the commitment fee charged from prospective borrowers should not be treated as a source of income and it should be possible to eliminate or substantially reduce it through improvements in operations and internal efficiencies.

News: Reliance retail in acquiring mode

(DNA 06/05/2006) New Delhi - Mukesh Ambani’s retail plans are taking shape. Not only is he planning operations on a stupendous scale, he also appears to be leaving no stone unturned in his quest for prime real estate and well-known brands to add sheen to the venture.

Sources said Reliance has initiated discussions with the Himachal Pradesh government for acquiring the assets of the Himachal Pradesh Marketing Corporation (HPMC), best known for it apple concentrate. And the company is also eyeing two other defunct cooperative chains - Super Bazar and Kendriya Bhandar.

HPMC, which has more than 300 warehouses in Himachal and surrounding states, offers Reliance the opportunity to use these facilities as its rural retail hubs (RRHs). Sources said Reliance is negotiating for leasing these warehousing facilities as well as buying equity in HPMC.

The company has already established a mega special economic zone in neighbouring Haryana, but Reliance’ real estate push extends further. It is reported to be eyeing the erstwhile Super Bazar and Kendriya Bhandar stores, primarily for the infrastructure and real estate these two chains possess.

Take for example Kendriya Bhandar. Also known as the Central Government Employees Consumer Cooperative Society Ltd, Kendriya Bhandar has a network of 112 stores (of which 102 are self-service stores) and 42 fair-price shops across Delhi, Mumbai, Chennai, Hyderabad, Bangalore and other cities. The Bhandar’s last recorded sale was Rs 228.71 crore in 1998-99.

Super Bazar, which falls under the purview of the department of consumer affairs, has been under liquidation since 2002. It also offers prime real estate. In Delhi, for example, the chain is prominently located in the heart of Connaught Place.

When contacted, the official liquidator of Super Bazar, A K Mishra, said the chain is still under liquidation, but the process has not been completed since several parties - mainly workers - have proposed its revival.

The Delhi store of Super Bazar posted sales of Rs 20.84 crore in 2001-02, when its net loss stood at Rs 1.72 crore.

Reliance has already bought over the Sahakari Bhandar chain in Maharashtra. In fact, retail experts point out that the company’s retail model, which envisages mega RRHs for storage and handling of farm fresh produce, will be bolstered by the company’s own air cargo fleet of up to 40 aeroplanes.

News: India weightage to go up in MSCI Index

(BL 07/05/2006) Mumbai - Bharti Televentures, along with Reliance Communications, Suzlon Energy and NTPC are among the favourites expected to be included in the MSCI India Index, when the Morgan Stanley Capital International Inc (MSCI) announces the next quarterly revision of its indices on May 10.

Analysts are also betting on India's weightage in the MSCI Asia index to go up from the present 9.6 per cent in the quarterly revision, boosting global outlook on the Indian stock markets further.

MSCI, a leading provider of equity, fixed income and hedge fund indices, is popular with fund managers and institutions across the world.

Analysts said they expect foreign funds flow into the domestic equity markets to gather more steam, if MSCI decides to increase the weightage of India in the MSCI Asia index. At present, both Korea and Taiwan have the weightage that are more than double that of India, though the market capitalisation of Indian markets is almost same as that of the other two Asian countries.

Korea, which has a market capitalisation of $745.6 billion, has a weightage of 25.7 per cent in the MSCI Asia index, while Taiwan with a market cap of $553 billion enjoys a weightage of 19.7 per cent. India, on the contrary, has a weightage of only 9.6 per cent, in spite of having a market cap of $671.6 billion, according to Sharekhan Ltd, a leading online stock brokerage.

Positive factor

"The inclusion of an Indian stock in the MSCI Asia Index will positively affect not only the foreign holding in that stock but also India's weightage in the MSCI Asia Index (ex-Japan)," an analyst with Sharekhan said. "If Bharti Televentures with a free-float market capitalisation of Rs 43,812.9 crore is included in the MSCI India Index, then India's weightage in MSCI Asia Index can go up by 0.5 per cent. However, a country's weightage in the MSCI Asia Index would vary, depending on how the indices of the other Asian countries are revised by MSCI," the brokerage firm said.

An official with a foreign brokerage ruled out an immediate run-up in the prices of stocks that are included in the MSCI Index. "Last year, when MSCI included stocks such as Arvind Mills, Bharat Electronics, Bharat Forge, Biocon and others, there was no major impact on the prices," he pointed out. However, a membership of an international index is regarded as positive over a long-term, the official added.

Hopefuls

Based on the free-float market capitalisation, some of the other companies that could make it to the MSCI India Index include Siemens, Sterlite Industries, Jaiprakash Associates, Punjab National Bank, Essar Oil, Indian Oil, HCL Technologies, Reliance Capital, SAIL, Bajaj Hindustan and Bank of Baroda, says Sharekhan, in a note to clients.

News: 'India will further deepen reforms'

(BL 07/05/2006) Hyderabad - The Union Finance Minister, P. Chidambaram, has said India will further deepen its economic reforms process to put the country on a trend growth rate of 8-10 per cent for eliminating poverty and achieving the Millennium Development Goals by 2015.

Addressing the Board of Governors of Asian Development Bank here on Saturday, he said the country achieved an average growth of nearly 8 per cent in the last three years, which he termed as `a robust demonstration of its nascent strengths.' He attributed this growth to the economic reforms over the past 15 years, the strong role played by the private sector and rising domestic consumption.

Optimistic of growth

While acknowledging the downside risks, possibility of higher energy prices and the possibility of sharp adjustments in exchange and interest rates induced by widening global payment imbalances, the Finance Minister, however, said he is "optimistic on the outlook for growth in Asia and a healthy demand for Asian output in the next few years." |Home loans turn costlier!|

Stating that the investment rate in India, which is around 30 per cent of GDP, has been largely funded by domestic savings, he said, as the country moves to a higher growth path, there would be need to supplement domestic resources with foreign investments. "The catalytic role of international institutions like the Asian Development Bank will be through investments in public sector infrastructure and also through support for private sector activities in the developing member countries (DMCs)."

Maintaining growth

Commending ADB for its forward-looking medium term strategy to assist DMCs in their development endeavour, Chidambaram said the emerging Asia faces the challenge of maintaining high and inclusive growth leading to sustainable development.

Re-adjusting lending strategy | Go to Sify Business Home page |

The Finance Minister has asked the ADB "to re-adjust its focus from that of focusing largely on public sector lending to that of a more fleet-footed financial intermediary and knowledge bank that helps DMCs attract more private sector investment through intermediation. The multiplier effect of ADB's assistance through a public-private-partnership model would be much higher than the current approach of reliance on mostly public infrastructure projects."

Loan charges

Chidambaram, who is the ADB Governor of India, said ADB's loan charges as compared to the cost of funds from other sources are critical for growth of the Bank's business.

Stating that the financial parameters of the ADB were robust for four consecutive years now, he said, "Loan charges should be restored to the lower levels prevailing before the year 2000. The commitment fee should not be treated as a source of income and it should be possible either to eliminate or substantially reduce the commitment fee through improvements in operations and internal efficiency of the bank."

News: Airport, rail & metro links in Reliance SEZ

(UNI 07/05/2006) New Delhi: The 10,000-hectare Reliance Special Economic Zone, billed to be the largest in the country, with connectivity to the Kundali-Maneswar-Palwal (KMP) Expressway in Haryana and the Delhi-Jaipur National Highway, will have its own airport and rail-line.

The plan, according to Reliance Industries, includes internal development of roads, water supply, power generation and supply and sewerage. The SEZ will have its own power generation plant meeting its requirements of 400 MW.

However, in the initial stages of development, the power requirements will have to be met by the National Thermal Power Corporation (NTPC)/power grid.

The layout of the Rs 25,000 crore SEZ will be such that it caters to the basic, social, industrial and residential infrastructure in a manner that each of the areas would be self-sufficient in terms of the basic amenities of banks, schools, post offices, police and transport infrastructure.

Besides the investment by the developers, the third party investment is estimated to cross Rs 100,000 crore generating exports worth Rs 50,000 crore and creating employment of 200,000.

''There would be approach roads from both the National Expressway and the KMP Expressway. It is estimated that these approach roads would range from 45 to 120 meters and would be of international standard'', the company sources said.

The National Capital Region (NCR) includes Delhi and its satellite towns. One third of Haryana is part of the NCR plan.

Gurgaon, Rohtak, Panipat and Faridabad are some of the key districts that have to be developed as part of the NCR.

While Faridabad and Gurgaon has the existing industrial hubs of the State, Maneswar has been developed as a new industrial centre and plans are on way to establish an Industrial township there.

According to Reliance Industries, the Haryana Government proposes to extend Metro Rail Link from Delhi to Maneswar. This would provide for linkage to the proposed SEZ also.

The whole area will be divided into a number of identified activity centres of different sizes. Standardised modules of the plots within the proposed activity mix will be developed allowing flexibility in planning to accommodate future development.

As per the Master Plan, the entire SEZ is being conceived as a multi-product zone with an ensemble of industrial clusters. An area up to 20 per cent of the total land area would be allocated to the commercial segment.

Essentially this includes the service industry and would primarily consist of units that are in the area of IT, ITES and Business Process Outsourcing.

Since the size of the SEZ would have a population of about four lakhs, there would be shopping malls, complexes or local shopping centres. An area of about three per cent of the total land will be allocated to this requirement.

The residential area would comprise of 15 per cent of the total land area and would cater to the three classes of housing- A, B and C. It is proposed that in addition to Reliance, other external agencies would be asked to take on the development and construction.

A world-class medical facility will be built for promoting medical tourism from Europe. Separate land will be allocated for establishment of educational institutions such as schools, colleges and universities to cater to the growing needs of the population.

News: Investors zero in on Indian real estate funds

(TP 07/05/2006) Mumbai - A little over week back, Prime Minister Manmohan Singh urged non-resident Indians (NRIs) to invest in real estate back home. He promised his government would help them in this.

Close on the heels of this announcement, came the news that the Finance Ministry has told the capital markets watchdog Sebi (Securities and Exchange Board of India) to take a final view on allowing mutual funds to unveil schemes which could invest in real estate. Media reports, quoting officials, said Sebi was of the view that there were legal constraints in opening up, considering that investment in real estate was not a permissible activity. However, the government has said that like in the case of gold, Sebi’s regulations could be amended to allow mutual funds to launch real estate schemes. Real estate mutual funds invest in projects directly, to develop real estate. This could be in the form of investments in the securities issued by such companies or in securitised assets.

In the US, Real Estate Investment Trusts (REITs) are a major draw. These trusts control assets aggregating $500bn. In India, the returns on real estate in several cities have been quite attractive, which is why there is a scramble now to cash in while the going is good.

Of late, the real estate market has matched, and in some cases, outperformed the stock-market boom, with no retail participation at all. But soon retail investors may get a slice of the property boom if Sebi permits mutual funds to launch real-estate funds.

At the moment mutual funds can invest only in such companies’ listed debt and equity paper and up to 5 per cent in unlisted stocks. There are only 60 listed infrastructure, construction and real-estate companies. Some say retail investors will benefit from real-estate funds because it will help them to diversify their portfolio across asset classes and markets. Others say the move will in the long and medium term, motivate real-estate companies or trusts to enter the stock market. That’s because real-estate funds will be close-ended listed funds.

Experts say Sebi’s move may lead to the formation of real-estate investment trusts in India. A real estate investment trust is a mutual fund that buys a real estate project and is close-ended and listed. If the project has a rental revenue model, that is, it is leased out and REITs continues to own it, the fund is treated as a debt fund and if it’s sold off, that is, the ownership changes hands, it’s treated like an equity fund. Worldwide, REITs account for more than $ 1 trillion in assets.

Some real-estate companies believed to be interested in setting up real-estate trusts are RNA, Pantaloon, Piramals, HDFC and L&T.

Another interesting recent development is that Sebi has approved the proposals of some 20 venture capital funds (VCFs) to invest in real estate in India.

Real estate VCs attract funding from three sources — domestic institutional investors and banks, which account for 50-60 per cent of the funds raised; corporate houses and high networth individuals, which account for 20-30 per cent of the investment; and NRIs and PIOs who chip in with another 20 per cent.

Given the current realty boom across the country, there’s not been much of problem in building a fund corpus, which after deployment, promises attractive returns to its investors. The Indian real estate sector promises to be a big draw for foreign investments into the country. Real estate investment requires a long term commitment from investors and the fact that foreign investors are willing to commit billions of dollars in this sector, demonstrates their growing confidence in the Indian economy. Also if channelised appropriately, the Indian realty sector could catapult the growth of several other sectors in India.

Real estate development in India is estimated to be in the region of $15bn, growing at a pace of about 30 per cent each year. It has been projected that there is a demand for 66 m square feet of IT space over the next five years.

News: 100 Souks,100 cities,100 months

(TNN 07/05/2006) New Delhi - The Delhi based real estate major Aerens Goldsouk International who revolutionised the jewellery industry with specialised malls plans to develop 100 Gold Souks in 100 cities in India and abroad in the next 100 months. It is estimated that more than 40 million sq ft of retail space will be developed with more than Rs 15,000 cr of investments.

The 100 Souks will be opened in a phased manner with the first phase comprising of Gold Souks in Ludhiana, Amritsar, Jaipur, Kochi, Chennai, Hyderabad, Bangalore, Mumbai, Ahmedabad and Kolkata.

This will be followed by the other identified cities across India. The company also plans to foray in the international market will also be marked by the launch of Gold Souk in USA, UK, Canada, UAE, Thailand and China.The group plans to open 94 in domestic market six in the international market.

Addressing a press conference here Gaurav Gupta vice chairman and joint MD, Aerens Goldsouk International: “It is our aim to bring India on the international map with the launch of specialised malls.

Our presence in 100 cities and the foray in the International market in 100 months will make us not only the fastest growing company in India in real estate but also leaders in specialised malls with a focused approach for the jewellery industry.”

The first Gold Souk was launched in Gurgaon, NCR in 2004. Spread over 1,80,000 sq. ft. the Souk houses leading jewellers from all over India and abroad under one roof. Coupled with facilities and ambience for both the consumers and the retailers.

“With the launch of Gold Souk, the jewellery industry has undergone a revolutionary change both for the jeweller and the consumer. We have received an extremely positive response for our first Gold Souk and it is our endeavour to extend this experience across India and abroad and transform the jewellery industry,” says Gaurav Gupta.

With the opening of FDI in retail, Gold Souk is the only platform providing luxury retail space and focused customers for jewellery retailers planning to enter India.The company has already announced Gold Souks in Ludhiana, Jaipur and Kochi, which will be operational by 2007. The Souks in Amritsar and Chennai will be announced in year 2006 and will be operational by 2008.

Gaurav Gupta says: “The Aerens Group strives on the key values of quality, dedication, building relationships and service. The jewellery retailers present in Gold Souk Gurgaon are happy with the business at the Souk and have already signed with us for the other locations, which indicates the high levels of satisfaction for the jewellers.”

Saturday, May 06, 2006

News: FMCG companies making it big in India

(TV18 06/05/2006) Mumbai - It's been a fair and lovely quarter for the FMCG sector. Bouyant demand, especially in rural India, has prompted companies like HLL and Colgate Palmolive to raise prices and others will follow suit.

CEO at Dabur India, Sunil Duggal says, "Pricing power has returned in albeit a small way, we'll look at selective price increases in hair and oral care business, and later in healthcare supplement too."

Companies are confident that higher prices will not dampen demand. Since around the last quarter of 2005, the industry has been picking up smartly. This quarter Hindustan Lever's profits rose 11.64% on a thriving household and personal care segment. Dabur grew 21.5% on its buoyant food business. Toiletries and hair care products boosted Godrej's bottomline by 17%.

In this booming market companies are re-jigging their product mixes and boosting AD spends. Quarter-on-quarter Levers has increased its expenditure by 45% and Colgate Palmolive, by about 88%. Experts say brands are being relaunched and repositioned as companies cater to various consumer needs.

Director-Finance at HLL, D Sundaram says, "For Lux, we launched two variants, Lifebuoy was revamped and relaunched, Lakme sunscreen range was introduced and new flavours in ice cream."

In the short term it seems the FMCG sector will continue to move fast. As long as the market can take it, there will be price increases in new products too.

News: How the elephant can use the dragon

(TV18 06/05/2006) Mumbai - Fourteen years ago, when India was taking its first diffident steps towards economic unshackling, a full complement of analysts and strategists were ready with their growth prescriptions. A lot of water has flown under the bridge since then.

The question now is - has India lived up to its potential?

CNBC-TV18 put the question to three Harvard Business School professors - Associate Professor (Administration) Das Narayandas, Senior Associate Dean Krishna Palepu and Chair, Organisational Behaviour Nitin Nohria.

Says Nitin Nohria, "I think it's really remarkable to see that how much progress has been made over the last year. My sense is that the sea change that I see or the critical inflection point that I see is that, companies have moved from a defensive posture to now being in a genuinely aggressive posture in terms of global competition. Until the last year, the sense was that Indian companies were really trying to fix their own businesses to compete domestically relative to the global competitor. I think now that they have developed the confidence that they can be successful, they are finally beginning to look outwards. Like the Tata Group going out and buying Daewoo, it's just one example of how this more offensive posture in terms of what, at least we think, is a shift that we have see in the last year."

Krishna Palepu echoes Nohria, "I think that's a very important change that has taken place. The level of confidence (has grown) in risk-taking and in exploiting, not only the domestic market but global markets as well, and seeing growth opportunities as opposed to thinking in term of restructuring. The only contrast is the ambition level that Indian companies exhibit, (which) is modest compared to, for example, the ambition level that the Chinese companies are exhibiting. It's a first step but we still have a long way to go."

Chinese companies have been aggressive and have been gobbling up big chunks of the world's output of grains and metals, especially steel. So has India remained quivering, in the wings and just watching it all happen or are we participating?

Says Das Narayandas, "I think till a few years back or till last year, the dominant question was can we, in the face of everything that's happening, survive and manage in the domestic markets? I think this year, as I look around, I think it's (now) changed to we can."

This new found confidence has changed the equations considerably for many. Narayandas said, "If the first few things don't happen right, which will be the case if you are going to be more aggressive, then it shouldn't be that we immediately start to climb up and become self-doubting thomases. It is very important to have the resilience and the market should be willing to take a couple of hits but (should) support entrepreneurs, who do take the chances. So any mistakes will not be the entrepreneurs'. I mean they have to take chances and they will. It will be the markets (responsibility) and their patience and their willingness to stay with them."

Palepu adds, "Not only with the markets but the press actually because the press has to mature in analyzing these things, that when you have moved industrial activity to a more risky path and more ambitious path, there will be mistakes that will be made, but that's a part of the learning process and people need to put that in prospective and educate the market. For example, if one of our pharmaceutical companies spends a lot of money on R&D, which doesn't work out, but that's R&D done, sometimes it doesn't work out. You can't just write it off saying that now this company doesn't know what it is doing."

He elaborates, "If one of the companies goes into acquisitions and has difficulty in integrating it, that's part of the learning process. So you need to have an overall prospective. But at the same time, that's not a license for being totally careless in the way you do things. But (my) interacting with Indian managers (shows that) they are pretty cautious actually. I think historically, they have been trained to be very cautious in the way they grow and manage things and so I don't worry as much about people making reckless moves, as much as, not having high enough ambitions, as a vision for the next 5-10 years."

Nohria commented on the changes in the business environment in India, "There are many companies (which) are examples of really major players that were non-entities ten years ago. I mean Bharti is a company that Krishna has studied and this was non-player ten years ago and it's a huge enterprise right now. Jet Airways is another example."

He explained, "If you look at what has just happened with deregulation. Over ten years, there are clearly some examples that have built really substantial companies in a domestic sense and then hopefully, some of these people will become global too. As we know, airlines are expanding or being given opportunities to go international. At least this is an opportunity for Jet Airways to become a major rival to British Airways in the London-Bombay route, which is the most profitable route. So there are clearly opportunities that are being created. There have been many more Indian companies (that) we now take for granted but they weren't there ten years ago."

About five years ago, China was where the MBA students seemed headed. This was an exciting, unexplored, fertile business turf. But with perceptions changing, a fast track route and a single window clearance being promised in India, China is losing its allure, or is it?

Says Nohria, "As we have been struggling with trying to clean our act, China has had its act in place. So, as we were in this mode, that was more defensive, they were in a mode that (was) relatively more offensive and so it got framed as a India versus China debate. There is something inherently energising about a comparative debate. But I think there is probably a better way of framing it and I think Krishna has really framed this in a way that I find very compelling."

Palepu reiterates, "The other very important thought process we need to have is that, it's not just China, but China plus Hong Kong plus possibly, Taiwan because they have lot of business linkage. So, when you think about that and actually think about India and compare, the comparison really doesn't make sense because it's a agglomeration of three very different stages of development. Hong Kong is almost in a advanced kind of stage. Taiwan has been in the middle stage of development and then you have China. That's really the combination that you are looking at."

He explains, "So if you frame it as comparative issue, it's a lost cause in some sense because you are not just looking at China. We can say we (India) have an advanced financial system in the stock market but China doesn't have it. Not true, if you include Hong Kong stock exchange or you can say we have entrepreneurial companies but China doesn't have, not true if you include Taiwanese companies. So actually frame it as a total stuff, it's a more complicated issue.

Palepu adds, "But I think the opportunity here is to take advantage of the complementarities between the two countries. I think individual companies, to their credit, as opposed to observers like us, who might be thinking about a comparative race, are seeing these synergies. I think first of all, Indian IT companies are going and setting up shop in China to exploit markets from China into Japan or into Korea, where actually the language skills and the culture is more compatible. Indian pharmaceutical companies are going into China and trying to exploit the domestic market there."

Palepu suggests synergy can be achieved in other sectors, apart from IT. He says, "Take Tata Motors and Indica. There is a niche in China, that is very similar to the niche that Tata Motors has been able to hit so well and there are a large number of consumers in China, looking for a product like that (Indica), which they don't have because all multinational car companies roll out their own traditional stuff and therefore an opportunity is there."

"Other areas could be hotels because of the explosive growth in the Chinese economy, so business travel is increasing. I can think of many areas where Indian companies can go there and given the skill that we have, the market is somewhat similar, in many ways and slightly ahead of us. Open your mind (to Chinese competition) and not see them as rivals but as a business opportunity (that can be) taken advantage of and for collaborating."

Krishna Palepu's Case study: Where India scores A Taiwanese hardware company called Inventek, that has major operations in China has a billion dollar plant in China, that produces notebook computers and is a very sophisticated operation. (They crank out a notebook computer in 15 seconds.) But the one thing that the CEO was telling me is that despite their being very sophisticated and an extremely productive operation, they don't make much money, and the reason is that there is lot of competition for this kind of contract manufacturing, and China makes it very easy with all the infrastructure being available.

Inventek's CEO admires Indian software companies, which serve the same customer that he serves, but they are making a lot of money. Inventek started 20 years before the Indian software companies did and they actually have more advanced technology but don't make any money. The software companies from India, who started 10-15 years later, are able to make lot of money. So how does India do it?

The CEO came to India on a mission to learn and to find out how to serve customers and make money. Now, Inventek is considering setting up a software facility in India and when Palepu asked him, "why do you want to set up in India?" He said, "if you really want to learn how to build a big software business, you have got to go to India." So they are considering setting up an operation in Hyderabad but in a way that is synergistic with their hardware operation but (plan) to build more value-added components using Indian talent.

News: Belgium PM lauds India's economic progress

(IANS 06/05/2006) Antwerp - Indians have the right economic instinct and India is ready to become a global economic power, according to Belgium's Prime Minister Guy Verhofstadt.

Speaking at the launch dinner of India's ICICI Bank in Antwerp, Verhofstadt also hailed the success of Antwerp as the world's rough diamond capital and the achievements of the Indian business community in the port city.

As the chief guest at the launch on Thursday, Verhofstadt lit the traditional "diya" along with the Indian ambassador to Belgium Dipak Chatterjee and top ICICI management officials, Sonjoy Chatterjee, Lalita Gupte and KV Kamath.

Indian diamond merchants, mainly hailing from the small Gujarati town of Palanpur, arrived in Antwerp in the 70s and globalised the diamond business dominated by Jews since the 15th century.

"I'm delighted that India's top diamond companies have decided to establish a foothold in Belgium. Indeed the Indian community soon developed into the most important economic pillar in the diamond trade," he said.

Today around 500 Indian families control more than 60 per cent of Antwerp's rough and polished diamond trade which posted a collective turnover of $36 billion in the last year and has generated 30,000 jobs, according to INEP agency.

Lauding India's rapid economic growth rate, Verhofstadt said that the fact that India's second largest bank (ICICI) was opening its only branch in continental Europe in Belgium was a confirmation "that the economy of Antwerp and its diamond trade in particular enjoy worldwide recognition".

He said the presence of ICICI bank was a "powerful incentive", urging potential investors from India and worldwide to come to Belgium.

"The ICICI bank will be a new light house, illuminating the path to Belgium for other investors," Verhofstadt said.

Belgium is India's fourth largest import trading partner. Nearly 75 per cent of the bilateral trade between the two countries is conducted through Antwerp's diamond sector.

"Relations with India are very good but I will go back to India at the end of the year. I intend to make relations even better," Verhofstadt said.

The Indian ambassador spoke about growing Belgian-Indian ties and welcomed the opening of one more Indian bank in Belgium.

The State Bank of India already has a foothold in Antwerp's diamond market. The Bank of Baroda also has a branch in Brussels.

News: 'India's GDP to double, if 10% growth is maintained'

(PTI 06/05/2006) Hyderabad - Enthused by India's success story, ADB President Haruhiko Kuroda on Saturday said the country "is on the verge of accelerating the growth" and could double its GDP in just seven years if a 10 per cent growth rate is maintained.

"I am very hopeful that India can reach the developed economy status at some stage as the country's economy is accelerating, leading to reduction of poverty," Kuroda told reporters after the conclusion of the 39th annual general meeting of the Asian Development Bank here.

Pointing out that Indian economy had been growing at 8 per cent during the last three years, he said further acceleration was possible if steps were taken to improve infrastructure and continue reforms.

“India's GDP will double in 10 years if there is a seven per cent growth rate. This could be achieved in seven years if there is a 10 per cent growth rate," the ADB Chief said.

Favouring increased private sector participation in the development of infrastructure in the region, he said it was essential to ensure that the poor got the benefits of progress and prosperity.

He said the ADB's Board of Governors unanimously felt that private sector should play a key role in meeting the huge infrastructure demands in the region.

News: Chinese want a piece of India

(DNA 06/05/2006) Hong Kong - As an executive in a telecom multinational, Hong Kong-based Edward Wong travels virtually every month to Mumbai and Delhi.

Although his work schedule on these trips leaves him very little time to explore these metropolises, he has heard enough to understand that the Indian property market is on a hot streak.

On Friday, Edward and wife Mei Han turned up at the India Property 2006 fair in Hong Kong to see if they could get a piece of the real-estate action in India. “We want to know whether Indian laws will allow us to invest in the booming property market there,” they told DNA.

“And if the laws permit us, we’d want in, and would like to know what the investment procedures are.”

Some 10 property developers — mainly from Mumbai, Pune, Delhi, and Bangalore — and two big housing financiers — HDFC and SBI — are participating in the exhibition, which has been organised by the Maharashtra Chamber of Housing Industry and the Confederation of Real Estate Developers' Association of India.

The three-day fair, which opened on Friday, is targeted at non-resident Indians, but there has been unusual interest from some unlikely quarters.

"We've had a fair number of Chinese visitors and expatriates from the US and Europe," say Anita Garg and Jyoti Ramesh of Jade Group International, the Hong Kong coordinators of the exhibition. "And they aren't just strolling in casually. They are very keen to invest. India is big on their minds."

What's drawn people like the Wongs to the Indian market in particular? "We've invested in property markets in other countries as well, but the kind of phenomenal capital appreciation that the Indian real estate market has seen in recent times is, from our experience, exceptional," says Edward.

Would the Wongs ever consider living in India, or do they see it as just an investment? "We don't know yet," says Mei. "For now, certainly, we see it as just good investment. But who knows what'll come of it?"

News: Manmohan Singh sells his vision of pan-Asian FTA

(DNA 06/05/2006) Hyderabad - Prime Minister Manmohan Singh has called for the creation of a pan-Asian free trade area (FTA), making it clear that India was already moving in this direction.

Elaborating on India’s integration process with the rest of Asia, Singh said the country had concluded free trade agreements with the Saarc nations in South Asia, apart from Singapore and Thailand. It was working for similar agreements with the Association of South East Asian Nations (Asean), Japan, China, and South Korea.

“This web of arrangements may herald an eventual free area in Asia covering all major economies, and possibly extending to Australia and New Zealand”, he said.

Speaking at the annual meeting of the Asian Development Bank in Hyderabad on Friday, the prime minister said the pan-Asian FTA would open up new growth avenues for India’s own economy.

The ADB could study the benefits of such an economic agglomeration in Asia, Singh said, adding that India is determined to carry forward the India-Asean partnership to an enlarged domain.

With this vision in mind, India has already pursued external liberalisation as part of its “Look East” policy by cutting down customs duties, with the peak brought down to 12.5%, which is quite close to Asean levels. India has announced a policy objective of aligning rates with Asean, he said.

According to Bloomberg, the prime minister’s pan-Asian FTA idea takes aim at the leaders of the 10-member Asean, plus Japan, South Korea and China, who said at the inaugural East Asia Summit in Kuala Lumpur in December that they alone would set the “future direction’’ for building a regional zone with fewer trade restrictions.

Singh wants excluded countries like India, Australia and New Zealand to also be involved.

“A broader common market will intensify trade in the region.’’ At stake is whether an Asian free-trade area would be able to eventually transform itself into a European Union-style bloc stretching from New Delhi to Wellington, or become a narrower 13-country grouping. Asean includes Singapore, Malaysia, Indonesia, Thailand, the Philippines, Brunei, Laos, Myanmar, Vietnam and Cambodia.

In his speech, Manmohan Singh also called attention to spiralling oil prices and growing global financial imbalances.

He put international financial institutions on notice for their perceived sluggishness in handling international economic crises in the past and their preparedness to handle them in the future.

Calling for quick, proactive and adequate action by them in predicting and tackling crises to ensure that the process of economic development in the region is not derailed, Singh called for a comprehensive security framework for Asia.

The international financial institutions have to play a major role in formulating such a response mechanism, he said, listing out threats related to terrorism, energy security, environmental degradation, and food and livelihood security as prime concerns.

In this context, steeply rising oil prices came in for special mention by Singh. It was incumbent on international financial institutions to devise strategies to enable the world economy to cope with the increased unpredictability and volatility of energy prices and their impact on the processes of economic growth.

An important lesson from the Asian crisis of 1997 is the need for effective, quick and credible responses from international financial institutions in the event of a crisis, he said.

“Half hearted measures do not resolve the problem, they only aggravate it further”, he warned, harking back to the criticism in the past that international financial institutions had not acted quickly enough.

Elaborating on what was needed, he said international institutions have to inject large enough funding to economies in crisis to assure stability. Secondly, the Asian crisis had demonstrated that financial crises can be contagious, thanks to the imperfections in capital markets.

Therefore, the financial institutions have to be ahead of the curve and identify potential victims in good time. Their role becomes even more relevant in the context of growing global imbalances reflected in the huge disparities in the current account positions of different countries.

News: Tatas plan supercomputer venture

(BL 06/05/2006) New Delhi - The Tata Group is likely to float a new company whose focus will be top-end supercomputers, according to reliable sources in the group.

The first initiative of this new venture, in which the Group Chairman, Ratan Tata, is said to have taken personal interest, will be to build a machine based on a parallel supercomputing architecture that Prof Narendra Krishna Karmakar, the well-known Indian computer scientist, has claimed to have developed.

To an e-mail query on the venture, the Group's official spokesperson merely stated after persistent requests for a response:

"We are supporting a programme for developing home-grown High Performance Computing (HPC) solutions. We believe this would be an issue of national interest in the field of computer sciences. It is too premature to offer any details."

Back to high-end

Tata's foray into high-end computing systems is not new. The group had set up Tata Elxsi to manufacture mainframe computers, which, however, did not do too well in the market.

In recent years, the company has moved away from hardware and its focus has been in software services and providing system solutions.

The supercomputer project is estimated to cost Rs 400 crore and the group plans to invest about $140 million in the venture.

The proposal was apparently cleared after a technical and business evaluation by the Tata Strategic Management Group, the independent management consulting division of Tata Industries.

The new company may be located in Pune and, according to sources, will be headed by Prof Karmarkar and Dr Sunil Sherlekar of Tata Consultancy Services (TCS) in Bangalore. Prof Karmarkar and Dr Sherlekar were colleagues at IIT Bombay as students.

Prof Karmarkar resigned from the Tata Institute of Fundamental Research (TIFR), Mumbai, about a month ago as TIFR was unable to fund his mega project.

Prof Karmarkar was heading the Computational Mathematics Laboratory (CML) that the TIFR specially set up in Pune for his research work.

In a letter that Prof Karmarkar wrote to TIFR authorities on February 1, he claimed that even though TIFR did not support his project, he had completed the basic design of the supercomputing system with funding from Tata and the Infosys Chairman, N.R. Narayana Murthy.

Incidentally, Tata is also the Chairman of the TIFR Council.

Prof Karmarkar had wanted the hardware costs (about Rs 400 crore) to be borne by TIFR immediately so that the new machine could compete in the forthcoming supercomputer benchmarking exercise of IEEE (Institute of Electrical and Electronic Engineers) and ACM (Association for Computing Machinery) in October.

"How could TIFR fund to this level over just one year when the total Plan Budget for the entire Plan period is only Rs 230 crore and that, too, when there is not even a detailed project proposal to evaluate its feasibility," pointed out the TIFR Dean.

Perhaps concerned about protecting his proprietary design ideas, which have been developed over the years, Prof Karmarkar has revealed little of the system details so far.

Limiting factor

A key limiting factor in achieving very high computational speeds in current HPC parallel architectures is the bottleneck caused by the numerous interconnects between the many parallel processors.

The new architecture, according to its inventor, Prof Karmarkar, uses a new theory of interconnects based on the mathematical principles of `projective geometry' to overcome the problem.

He has claimed that the machine built on this new architecture will outperform the fastest machines of today like the Blue Gene of IBM, which has a sustained computational speed of 280-300 teraflops (a trillion or 1012 floating point operations per second), and will aim to achieve a performance of petaflops (1015 flops).

Chip design

The design will make use of the off-the-shelf fast 64-bit processors (of Itanium 2 family) developed jointly by Hewlett-Packard and Intel.

Intel and HP, according to Prof Karmarkar, would also assist in system integration, if the HP-Intel processor is used.

The implementation of the interconnect architecture will, however, be done using a new high-speed switching chip made in Israel.

This chip has apparently been developed by an Indian computer scientist.

News: Navigating a new retail plan

(FR 06/05/2006) Mumbai - Will you purchase an airline ticket as impulsively as you buy a T-shirt? Or, when an attendant tanks up petrol in your car, will your husband saunter over to a nearby kiosk andimpulsively pick up that ticket-for-two to Goa? Not quite sure? Deccan Aviation, which runs the Air Deccan-branded low-cost carrier, is betting you will.

The Bangalore-based company, India's first discount airline, is pushing hard to open up a new air-ticket retailing channel to customers, over the travel agent and internet-based models that together account for over 95% of ticket sales in India today. It has arrangements with oilretailer Bharat Petroleum Corporation Ltd. and Reliance Infocomm to sell its tickets through petrol stations and the latter's `WebWorld' outlets.

“At present, a consumer is getting tickets at his workplace or at home through various channels,” says Air Deccan chief revenue officer John Kuruvilla. “We would like to see our tickets are sold on holidays near their residence when they step out on these days. Easy accessibility of our tickets is the main motive of roping in the retail outlets.” The airline, which sells tickets through 200 Hindustan Petro outlets and 199 WebWorlds, is also in talks with few big retail chains to hawk tickets. The aim: make air travel an impulse-buying habit.

The FMCG (short for fast moving consumer goods)-model—in vogue in Europe and the US—is finding more buyers in India’s booming aviation market. GoAir, the airline started by the Bombay Dyeing group, and United Breweries’ newest business Kingfisher Airlines aim to take the non-travel agent retail route. Kingfisher is experimenting ticket sales with two retail chains, besides the over 100 WebWorlds it sells through.

“Retailing has become a big game in India. By the end of the fiscal, we are targeting around 6,000 point of sales of Kingfisher tickets. This would give more width and depth to our distribution,” says the airline’s marketing head Manoj Chacko. “The logic of selling airline tickets is to ensure that a consumer gets a Kingfisher airline ticket as and when needed.” The airline sells 3%-5% of its tickets through the retail channel today.

GoAir is aiming to lure the train passenger through its go-retail strategy and is in discussion with outlets of Tata Indicom, lotteries and cyber cafes, besides its parent’s stores. Says Raj Halve, GoAir chief commercial officer: “This would make it easier to purchase tickets for consumers who do not possess a credit card or have ready access to the internet. It would be an incentive to potential passengers, especially regular train travellers who are largely from remote areas where travel agents do not have an extensive network.” Such sales, he expects, will be in low double digits with potential for growth as the consumer base expands.

At about 5% of the total Rs 14,000-crore international and domestic ticket market, the new emerging retail channel will then account for about Rs 700 crore—not an insignificant market. The ticketing market is still dominated 80% by travel agents followed by 15% of bookings done through the internet.

The new channel also presents an opportunity to further the reach of airline brands. Air Deccan's Kuruvilla says going through retail channels will help “top of the mind recall of the airline’s brand”. Adds Chacko: “For our product, it is important to tie up with retail chains although with a stipulation. The audience we are targeting is vital during such tie-ups. There should not be any kind of erosion of our brand and hence it will be done in a sophisticated manner.” What do the big retail chains think of the trend? Enthused, going by Pantaloon Retail India’s plans. The country’s largest retail chain is exploring having a tie-up with a travel company or an airline to set up a travel desk in its Central Malls on a non-rental basis and is working to a year-end deadline.

Central Mall chief relationship manager Jaydeep Shetty says: “While it would give a national distribution presence for the airline companies, it would result in a higher proportion of spending per consumer at the Central stores. We are targeting leisure travellers and not our usual customer. The tickets will be sold at market rates and not lower than prices offered by travel agents or on the internet.”

According to Spicejet director Ajay Singh, “We are selling a small portion of our tickets through an arrangement with HPCL outlets but we are not keen in expanding this distribution channel. For a low cost carrier, e-ticketing is the cheapest way to sell tickets and also maintain low fares.”

Others sound a cautionary note, too. According to Shoppers Stop CEO B S Nagesh, the future may be uncertain for retailers who get into selling air tickets.

Retail analyst Susil Dungarwal scoffs at the convenience spiel the airlines and retail chains are espousing.

“The nearest retailer is still much more far than a computer. If the ticket pricing in retail chains is better than e-ticketing or travel agents, only then will the consumer buy through retail outlets,” he says. That's a prediction the airlines would love to disprove.

News: Simple ties up with major malls for Orchid brand

(CT 06/05/2006) New Delhi - Delhi-based Simple Marketing has decided against setting up exclusive Orchid Shoppe, and will instead go in for shop-in-shops to promote its Orchid brand.

The distributor has tied up with most of the major retail chains in the city to create shop-in-shop retail strategy to reach out to the end-users.

Goldie Dhingra, director, Simple Marketing, said, "We decided against Orchid Shoppe since there are already well-established retail outlets and we just thought of promoting the products through them so that people are able to have better feel and are able to compare our products with other brands before buying them." The distributor plans to tie up with 13 to 14 retail outlets.

Simple has tied up with major malls across the city. "As of now, our retail plans are only for Delhi. We have similar plans for other parts of the country too, but it will take about two to three months' time to work on," Dhingra said.

The next destination for the retail plans would be Bangalore. Dhingra said, "Our focus will be more on southern India since people in the South are more tech-savvy. We already have 13 to 14 distributors in the region. We would be especially looking at Pondicherry and the inner pockets of Kerala."

Currently, the company has 54 distributors and 300 C&F agents. Simple is also pushing its products through online selling and is offering direct replacement for all Orchid products.

News: Italy's Da Milano lands in Punjab

(PTI 06/05/2006) Ludhiana - As part of its plan to expand its market in India, the Italian leather brand Da Milano on Saturday launched a retail outlet here, the first by the company in Punjab.

The outlet will showcase premium range of products such as handbags, women footwear, travel accessories and leather garments.

Da Milano has a total of 11 outlets, of which nine is in India and two in Italy. The brand, which entered India 31 years ago, exports most of its products to Europe.

With its expansion plan in India, the company expects a turnover of Rs 100 crore by the end of this fiscal as against a turnover of Rs 66 crore in 2005-06.

"We have plans to open exclusive stores in Amritsar, Chandigarh, Bangalore and Pune so as to cater to the growing market for leather products. After the opening of new stores, we expect our turnover to touch the Rs 100 crore mark," Mr Sahil Malik, Managi ng Director of the company, said here.

News: India, world's best emerging market

(TNN 06/05/2006) New Delhi - India has emerged as the world's most attractive destination for mass merchant and food retailing, maintaining its 2005 position in an annual study of retail investment attractiveness among 30 emerging markets.

India was given the top ranking in management consulting company AT Kearney's 2006 Global Retail Development Index (GRDI).

"The Indian retail market is gradually but surely opening up, while China's market becomes increasingly saturated," said Fadi Farra, a principal in AT Kearney's Consumer Industries and Retail Practice and leader of the GRDI study.

Much to the surprise of market observers, China was ranked fifth in this year's tally, declining one more place since 2005. While China remains very attractive, the market is becoming increasingly saturated as international retailers rush to establish a presence and build market share, the study reveals.

According to the study, Asia with a large 40 per cent of the top 20 markets has surpassed Eastern Europe as the 'dominant region for global retail expansion.'

"The learning is that timing is the most important source of competitive advantage for global and regional retailers in the globalization race. Knowing when to enter emerging retail markets is the key to success," said Farra.

Powering Asia's charge are Vietnam, which has risen five places to third place, and countries like Thailand, South Korea and Malaysia, all of which are in the top 15, the report said.

After topping the ranking for two consecutive years in 2003 and 2004, Russia slipped to second place behind India last year and remained there in 2006 too.

Friday, May 05, 2006

News: S’pore’s DBS to foray into Indian wealth management

The competition in the wealth management industry in the country is getting stiffer. DBS, Singapore’s largest bank, has now entered the market. In recent times, a host of foreign and private sector banks have entered the wealth management and private banking industry.

Rajan Raju, MD and head-South & South-East Asia, DBS, said: “We have done a soft launch in Mumbai. Other than high net worth individuals, we are looking at tapping Indians who will be travelling to Asia and NRIs. We have started off the NRI business in Singapore, which will be extended to other parts of Asia.” The bank is looking at a cut-off of Rs 25 lakh for its wealth management product.

The wealth management space is seeing a lot of competition with newer players entering in the past few months. Private sector banks active in this space include HDFC Bank, ICICI Bank, Yes Bank, Kotak Mahindra Bank, UTI Bank and foreign banks like ABN Amro Bank, BNP Paribas, Citi, HSBC and Soc-Gen.

Mr Raju, however, feels that there are enough opportunities for more players and says the bank would focus on the customers and not on products. Abhay Aima, country head-equities and private banking, HDFC Bank, said: “The market for wealth management has been growing at over 50% in the past few years.

There is volatility in asset classes and customers need asset diversification. People want more professional advice.” DBS is looking at a customer base of 1,000-1,200 in Mumbai by year-end and 500-600 in Delhi, says Pranam Wahi, CEO, DBS, India. With two branches in Mumbai and Delhi, it’s the only bank from Singapore.

News: Hyundai to set up plant in Chennai

(PTI 05/05/2006) New Delhi - Korean car major Hyundai on Friday said it will set up a second engine and transmission plant in Chennai in two years time, which could entail an investment of about USD 600 million, and will hire 800 people for its R&D to be located at Hyderabad.

"In view of our vision to make India an export hub for compact cars we will definitely need a new engine and transmision facility as our production in India increases," Hyundai Motor India Ltd Managing Director and CEO HS Lheem told PTI here.

He said the company was in the process of increasing its production, which would touch overall capacity of 600,000 cars once the second assembly units goes onstream by 2007.

"We already have space reserved for it (engine and transmission plant) near our current second assembly facility at Chennai," he said.

Asked about the investments, Lheem said the company had not finalised on it, but "generally it needs huge investment and on an average setting up such a new units would require around USD 600 million".

On the research and devlepoment centre to be developed in Hyderabad he said, "In the next three four months a final decision is expected as we have already had talks with the Andhra Pradesh government and have seen some locations at Hyderabad".

"We will hire 800 people for this facility, who will be invloved in computer aided design (CAD) and CAD analysis," he added.

Lheem said the centre in Hyderabad would support Hyundai's Korean R&D centre, and would be involved in the development of future models.

"As of now we have a small R&D Centre in Chennai, with a strength of 40 people who assist in the devlepoemnt of new models," he said.

The R&D centre will be one of the select centres that Hyundai has across the world, including Detriot, Los Angeles, Tokyo and Frankfurt.

Talking about growth plans in India, Lheem said the company intended to introduce two models every year and increase its dealership newtork to 200 from the current 157 by the end of this year.

The company would be launching its mid-sized sedan Verna powered by 110 HP CDRi diesel engine with four cylinders in the coming months so also the diesel version of top end model Sonata Embera.

On the expport front he said the company was looking to take its total shipments from India to 50 per cent of its total production by 2008.

"The export markets continue to be Europe and South America with the main models being Santro and Accent," he said

HMIL had exported 33 per cent of its total sales of 2,52,851 in the calendar year 2005.

Lheem said the company was looking to increase overseas distribution network to 65 from the current level of 55.

"We are also looking at new markets in Oceania like Singapore and New Zealand," he said.

News: Gucci owner Pinault coming on India recce

(TNN 05/05/2006) New Delhi - This could be the sure sign to send the army of sceptics on retreat. An indicator, perhaps, that the luxury market in India is finally taking shape. Yes, we’ve had had all manner of CEOs and presidents of various arms of luxury conglomerates flying in and telling us so — but India hadn’t really seen the big kahuna. All that’s set to change.

Next week, Francois Pinault, owner of Pinault-Printemps-Redoute (PPR) and famous as Bernard Arnault’s sparring partner, will be in India for a personal recce to check the ground reality himself. PPR owns Gucci and YSL among a string of other luxury fashion labels.

A delegation has already arrived in Mumbai to prepare the ground for his two-day visit. Pinault is expected to listen to presentations by top retail consultants, and mingle with the A-list crowd (read high-networth individuals) once the sun sets and the stars come out to party.

As reported by ET earlier, the PPR group will be partnering the Murjani brothers in the Indian market. Luxury goods makers are on a high these days, with global travel booming and traditional markets like the US of A on the recovery path — there is spending on high-value items all around.

What’s more, there is the Asian expansion to look forward to, mostly in China, and to a smaller extent in India. The global numbers are good, any which way. On March 2, Paris-based LVMH Moet Hennessy Louis Vuitton reported a 21% jump in profits to $1.7 bn on sales of $16.6 bn — up 11% over 2004.

European media reports forecast profit growth at the PPR group, which will report results on March 9, to be more than 30%, riding on a 16% increase in 2005 sales to around $3.6 bn.

This is a remarkable turnaround for PPR - since a few years ago, when it faced paying up to $4 billion to take full control of fashion house Gucci, PPR had to engage in some complex financial manoeuvring and restructuring.

For it saw its expensive Gucci put on option, while a weak share price - not that far from record lows - was at the very least inconvenient. Some really slick clothes, advertising and celebrity marketing have helped changed the Gucci group’s profile. The question is, can Gucci change India?

News: Coke on Indian talent hunt for more fizz

(TNN 05/05/2006) New Delhi - Coca Cola India seems to be putting its house in order with a vengeance. Having lost talent to some of the emerging sectors like telecom, insurance and retail over the past few months, the cola major is now hiring aggressively.

While eight senior executives are either joining the company fold or are already in, around 15 lower-to-middle management positions have been filled up during the last three months.

Besides, it has created two new senior posts of VP strategy and VP client engagement as part of its new strategic blueprint for growth in India, “Manifesto For Growth”. Coca-Cola India officials are calling it the “phase II of its human resource planning”.

While Sandeep Gupta from Bausch & Lomb, Hong Kong, has joined as VP strategy, Sanjay Rawal from GlaxoSmithKline Consumer Health Care has taken up the post of VP client engagement. Both are joining next month.

Apart from these two appointments, it is taking in six senior executives — all serving in different Coca-Cola systems internationally. They include Sumanta Datta, Vikas Chawla and Sanjiv Gupta (not the ex-CEO).

Sumanta Datta, earlier region manager of Coca-Cola in Shanghai, is all set to join as regional VP, north operations, from June 1. Mr Datta returns to Coca-Cola India after a stint in its China operations where in October ’00 he moved as the brand director for Coca-Cola.

Vikas Chawla, on the other hand, has just rejoined Coca-Cola India as VP, franchise business operations. He has relocated after an innings in Sri Lanka, where until ’02 he was the country manager for Coca-Cola’s Sri Lanka operations. In ’04, when the Sri Lanka operations passed on to SABCO, he joined them as managing director for Sri Lanka.

Similarly, Sanjiv Gupta has joined as director, revenue growth management and business planning. Mr Gupta has been with Coca-Cola since 1997, handling various marketing roles in the India division and other divisions like Saudi Arabia and Denmark.

It is not as if Coca-Cola India has eyes on its own HR needs. “In the last one year, Coca-Cola India has injected more than 20 managers into its international operations, which include managers like Avinash Pant, Sanjiv Kumar, Pushkar Chaowdhary, Amit Sehgal, Darshane and Shouvik Ganguly,” Adil Malia, VP, human resources, Coca-Cola India, said.

They have all moved from India on international postings within the Coca-Cola system. More recently, Pavi Gupta, the India general manager for knowledge and insights, moved as director, Singapore, for the same responsibilities. Similarly, Jaideep Kibe will be moving to Malaysia to manage a marketing assignment.

News: India confident of 8% growth, oil a risk

(RTR 05/05/2006) Hyderabad - India is confident of sustaining 8 percent growth for many years but the recent rise in global oil prices poses a major risk to Asia’s third-largest economy, a top government official said on Thursday.

The economy has expanded at an average of 8 percent in the past three years on strong demand and the central bank expects growth of 7.5-8.0 percent in the fiscal year ending March 2007.

But global oil prices, which have risen more than 20 percent in 2006, could derail growth momentum since the country imports 70 percent of the crude oil it consumes.

“As you know for the last three years, the average rate of growth has been around 8 percent. We are confident of sustaining this high level of growth for many years,” economic affairs secretary Ashok Jha told Reuters in an interview.

“Oil prices are going to be a major risk. I think the success of the economies will depend upon how they will meet this challenge and that is why there is so much concern.” The ruling coalition, under pressure from its communist allies, has not raised retail fuel prices in 2006 despite higher crude prices.

Jha said raising fuel prices will have to be a collective decision, echoing finance minister Palaniappan Chidambaram who said political consensus was key to raising the retail prices.

“Increase in prices of any product, particularly oil which impacts the entire economy, is a complex issue. It has to be a collective decision,” he said.

Higher inflation: Analysts fear higher retail fuel prices could stoke inflation and prompt the central bank to raise interest rates. The central bank left rates unchanged in its monetary policy in April, surprising markets.

Jha expected a smooth passage of the federal borrowing programme and said a fiscal deficit target of 3.8 percent for the year to March 2007 would be met.

India hopes to raise its tax-to-GDP ratio to 11.2 percent from 10.5 percent in 2005/06. It forecast tax revenues at 4 trillion rupees ($90 billion) in its budget in February, with gross government borrowing set at 1.53 trillion rupees, 10 percent higher than 2005/06.

News: Epson to increase Indian retail presence

(DQ 05/05/2006) Mumbai - Epson will increase its retail base in India this year and targets setting up around 1,100 specialized retail stores by the end of this year. These retail stores will be multi-branded outlets and would be set up across 140 locations as compared to 32 last year, which include the nine metros, mini metros and other smaller towns and cities.

According to SM Ramprasad, Manager-Consumer Products, Epson, “We have grown our retail market share for inkjet printers from 5 percent in 2004 to about 18 percent by end of 2005. Having begun our retail initiative in 2004, we now have over 700 retail partners across the country. We would bank on this growth and expand into areas where we are less visible now.”


Indicating that customers today would like to feel the products before purchase, Ramprasad said that all the retail outlets would have live demo units for the customer's convenience. He also added that Epson would give retail partners ample branding support in order to increase the visibility of its products, in addition to many unique schemes and promotions, to help them sell better.


Hinting at new tie-ups with channel partners this year, Ramprasad said that Epson would increase its focus on working with local distributors and look to appointing more final tier partners who are in touch with the customers and also educate them to handle customer related queries more effectively. The focus here would again be on the partners in smaller towns and cities, he indicated.


As regards new products, the key drivers would be entry-level all-in-ones and photo printers for home users, felt Ramprasad who added that good service support, competitive pricing and quality products with an on-site warranty would continue to be the biggest differentiating factors for Epson against growing competition this year.

News: FCIB looks to set up in T&T

(TTG 05/05/2006) Port of Spain - Chief executive of the First Caribbean International Bank (FCIB), Charles Pink, says that the Barbados-based regional banking franchise is looking to establish a retail presence in the local market.

Speaking last month, Pink said FCIB was working on plans to open a retail branch in Trinidad by the end of this year.

These plans include getting a retail licence and other regulatory approvals as well as finding a suitable location for its first retail banking branch in this country.

“We are very interested in further expansion in the T&T market, given the growth and vibrancy of the economy,” said Pink.

Questioned on whether FCIB would be interested in acquiring RBTT as a result of decline in the share price of the local financial institution, Pink said, “I have no comment to make on that.”

FCIB first gained a toehold in the local market in November 2004 when it acquired the Mercantile Bank, the boutique merchant bank, which was established by former employees of Republic Bank including Dunbar McIntyre and Lloyd Samaroo.

Mercantile had assets of about $400 million when it was purchased by FCIB.

Pink also disclosed that he would be transferring his employment to FCIB following the move by the Canadian Imperial Bank of Commerce (CIBC) to buy out Barclays, its joint venture partner in FCIB.

Pink had come to FCIB from Barclays.

CIBC is paying about Can $1 billion to acquire the 45 per cent of FCIB held by Barclays at a price per share which was substantially below where the stock was trading on three of the region’s stock markets—T&T, Barbados and Jamaica.

News: JP Morgan downgrades Indian stocks

(BL 05/05/2006) Mumbai - Leading overseas brokerage JP Morgan has downgraded India to `underweight' from `neutral' in both emerging markets and Asia Pacific ex-Japan context, saying the combination of elections, fuel price increases and higher interest rates will limit returns from the Indian stock markets.

In its report, titled `Bharat PE Achieved', JP Morgan Securities (Asia Pacific) Ltd said India was trading at 18.9 times forward earnings, a premium to the US, emerging markets and Asian markets ex-Japan and asked investors to switch to other emerging markets.

"Investors should switch into China, Russia, Taiwan, South Africa within emerging markets, and China, Singapore and Taiwan within Asia-Pacific ex-Japan mandates," it said.

High valuation

High stock market valuation in India is a major reason for the downgrade. "India is the most expensive market in Asia ex-Japan based on either 12-month forward PE or dividend yield... India's expensive equity valuations make this market relatively more at risk in an emerging market sell off," it cautioned.

JP Morgan's downgrade comes after similar concerns by leading brokerages Citigroup and Morgan Stanley.

The downgrade "is a tactical call against an expectation of positive returns for emerging and Asian markets," the report said. JP Morgan's year-end Sensex target continues to be 11,000 and does not see major correction in the markets. "The risk of a significant correction in the Indian market is low. However, a number of macro-economic indicators are deteriorating; current account deficit, inflation and monetary conditions," the report said, adding that the Indian market has already achieved a meaningful premium valuation to the regional index and the US market.

Premium drivers

Some of the drivers of this premium include the declining relative risk-free rate with the US. "As Asian savers start to price in currency risk they demand a premium yield in offshore investments including US dollars. The result is that Asian yield curves are likely to be structurally lower than the US yield curve for countries with current account surpluses. This is unlikely to happen in India due to the large current account deficit," JP Morgan said.

The other India-specific risks cited by JP Morgan include rapid rise in property prices in Mumbai and Delhi, delayed margin shock due to higher labour, interest rate and energy costs, lower agricultural output due to poor monsoon and political instability.

News: Toshiba enters Indian home appliances mkt

(BL 05/05/2006) Chennai - Toshiba Consumer Marketing Corporation, of $-59 billion Toshiba Corporation, Japan, entered the Indian home appliances market with the launch of its refrigerators, washing machines and microwave ovens.

According to a press release, Toshiba's Indian foray is part of its global strategy to fully utilise Asian production strongholds and to expand its overseas marketing network.

Plans are on the anvil to launch vacuum cleaners, rice cooker and `hot pot', among others.

The complete range of home appliances will be imported to India by Toshiba India Pvt Ltd and distributed to the dealers and retailers directly.

Initially, the products will be sold only in Mumbai, and the sales network will gradually be expanded to other major cities in the country.

The press release, quoting Harry Fujimaki Yoshihiro, Country Manager, Toshiba Consumer Marketing Corporation, said, "Toshiba is coming directly with a massive plan of advertisement and promotion to create a pull in the market."

Toshiba will line up 12 models of refrigerators in the price range of Rs 16,000 to Rs 61,000. The washing machine range will have five models of fully automatic and two models of twin-tub models priced Rs 9,990 onwards.

Toshiba is a leading brand name in the Japanese home appliances market.

The group marks its 130th anniversary this year. Apart from Japan, Toshiba has its overseas white goods production bases in Thailand, China, Indonesia, Vietnam and Egypt.

The production base especially in Thailand, supplies refrigerators, washing machines and small cooking appliances to other markets, including Japan.

News: ICICI Bank opens branch in Belgium

(BL 05/05/2006) Mumbai - ICICI Bank UK Ltd on Thursday announced its entry into mainland Europe by opening a branch in Belgium.

The branch, located in the diamond district in Antwerp, will offer corporate banking products, said a press release.

ICICI Bank UK Ltd is a locally incorporated UK bank with an asset base in excess of $2 billion as on March 31, 2006. Set up in November 2003 as a wholly owned subsidiary of ICICI Bank Ltd, it currently has a network of five branches in the UK, the release said.

News: India Inc forced to pay higher salaries

(PTI 05/05/2006) New Delhi - Employers in India have no choice but to pay high salaries to their staff as industrial growth demands more manpower.

India Inc was forced to increase salaries by as much as 31 per cent in the quarter ended March 31 and by almost 17 per cent in 2005-06, a study conducted by industry body Assocham said. Led by financial services, which increased its wage bill by 212 per cent, IT and banks also hiked the salaries in the quarter. IT increased its personnel expense by 52.6 per cent while banks increased the expense by 26 per cent, it said.

“The cost of hiring and retaining the staff in the last quarter was significantly higher than the whole of 2005-06 ,” the study said. The personnel expense for financial services was up 136 per cent in the last fiscal, for IT firms the increase was 42 per cent and for banks the cost on this count went up by 16 per cent.

“Thanks to buoyancy in the industrial growth and services, companies are hiring aggressively and human resource is asking for a better price,” said Assocham President Anil K Agarwal.

There is an increased demand for manpower in the expanding retail business. The staff cost in this sector has shown a tremendous increase.

“The magnitude of increase in staff cost could be judged by the figures of Indiabulls Financial Services and India Infoline, which exhibited 398.91% and 364.35% increase in their staff cost respectively,” the study asserted.

IT, being one of the largest employment hubs, saw a considerable expansion in its employee base last year. The industry is also providing high compensation packages to its employees. Tata Consultancy Services registered a striking staff cost growth of 153.93%, among the sample of IT companies analysed in the study, the chamber said.

Amongst banks, ICICI incurred an increase of 64.10 per cent in the salaries followed by Union Bank of India by 51.51 per cent and Corporation Bank by 48.98 per cent in the last quarter of 2005-06.

On the annualised basis, Yes Bank topped the chart with a growth rate of over 137 per cent in the staff cost followed by ICICI Bank with 46.76 per cent.

News: Indian FDI norms for SSI, retail may be eased

(FE 05/05/2006) New Delhi - The Left may be willing to dilute its stand on the issue of foreign direct investment (FDI) in the retail sector if the government agrees to cap FDI at 20% in the sector and restrict retail joint ventures to metros like Mumbai and Delhi.

Realising that the UPA government might not keep the retail sector out of bounds for global majors for long, the Left is under pressure to review its stand. Sources in the Left said the leadership was now in a rethink mode on the entire issue. Industry and commerce minister Kamal Nath had last week said in Hannover that the government would open the ‘next window’ in the retail sector within 45 days. At present, the government allows 49% FDI in single-branded retail. Gobal retail majors like Wal-Mart, Tesco and Carrefour have been demanding that India should allow them to set shop too.

Sources in the Left said they will, however, seek an assurance from the government that jobs would not be displaced even if retail FDI was allowed only in metros. They also said the FDI limit cannot be 49% as in the case of single-branded retail, but much lower at 20%.

Left leaders pointed out that even Mr Nath had said the entry of global retail players would generate new jobs rather than destroy existing jobs. “We know the government is under a lot of pressure, but in the whole process, it should keep in mind that people do not loose jobs and the liberalisation should be calibrated and well-balanced,” a Left leader said. Left parties are primarily opposed to allowing FDI in retail trade in smaller towns and villages, where families are dependent on a single person’s income, the leader said.

The Left has been arguing that foreign players have vested interest in demanding entry. Insiders, however, say that the Left would mitigate its tirade against the government after the Kerala and West Bengal elections.

News: India needs over $150 bn for infrastructure

(PTI 05/05/2006) Hyderabad - Prime Minister Manmohan Singh on Friday said over $150 billion investment is needed in the next few years for development of India's infrastructure.

Speaking at the 39th Annual Meeting of the Board of Governors of Asian Development Bank (ADB) here, he said, "India's infrastructure need in next few years is estimated at over USD 150 billion."


ADB, which till now has funded public transport, power and urban infrastructure projects in India, is now looking at investments in new areas including restoration of water bodies, tourism infrastructre and agriculture.


India's investment rate, he said, was 31 per cent of the GDP. This along with foreign investment flow was expected to further increase in future.


The Prime Minister said India was committed to its 'Look East' policy and would engage the ASEAN nations and the individual nations in building partnerships through FTA and CECA.


He said India had signed agreements with SAARC, Singapore and Thailand and it was working with China, Japan and South Korea for similar agreements.


Singh also said the economic cooperation may herald new FTAs in all over Asia that could even extend to Australia and New Zealand.


He, however, said the Asian crisis of 1997, which had severly dented global confidence towards globalisation, was something from which lessons could be learnt.


"With the benefit of hindsight, there's a view that funding must come from international financial institutions before the foreign exchange reserves dry up," he said.


Referring to the vast disparity in world economies, Singh said in 2005, USA had a current account deficit of $805 billion or 6.4 per cent of the GDP. At the same time, Japan had a current account surplus of $163.9 billion, China, $158.6 billion and the Middle-East region had a surplus of $196 billion.


While mismatch in current account deficit were expected in large global economies, large disparities raised concern, he said.


"Global imblance cannot be sustained forever," Singh added.


A coordinated effort by the deficit and surplus countries was needed to prevent a sudden downturn, he said.


Stating that East and South East Asia had become an engine of global growth, he said Asia would consume more food and energy and would demand better infrastructure and sevices.


"We must therefore find ways of better use of our skills, collective savings and surplus in the region," Singh said.


Chinese economy, the Prime Minister said, had performed exceedingly well and the world had lots to learn from the its growth pattern.


He warned against the threat of terrorism derailing economic progress.


On the surging international oil prices, Singh said international lending agencies need to pool in their collective wisdom to devise credible ways to tackle volatilities in prices.


Challenge before Asians is to create hike economic growth on a sustainable basis. "Our government is committed to ensure that growth is all pervasive and reaches all sections of society... we are committed to reducing the gap between rural and urban income that may create imbalances in the society. And this must be done through participartory policies".


"If growth is equitable, we could have open democratic socities," he added.

Thursday, May 04, 2006

News: Shopper's Stop net zooms 74%

(TNN 04/05/2006) Mumbai - Shopper’s Stop, the retail arm of the K Raheja Group, has recorded a 73.7% rise in net profit at Rs 7.3 crore for the quarter ended March ‘06 as incomes among the urban middle class expanded in a growing economy. Sales climbed 43% to Rs 152.5 crore. Profit before tax for the period was up 136% to Rs 11 crore.

As the company is expanding, employee costs shot up by 39.7% to Rs 40 crore during the period. EPS during the period went up to Rs 2.1 from the earlier Rs 1.5.For the year ended March ‘06, Shopper’s Stop recorded a 42.6% rise in net profit to Rs 27 crore, while net sales were up 41.3% to Rs 58.8 crore.

Profit before tax was up 94% to Rs 40.2 crore. Employee costs rose 39.7% to Rs 40 crore. EPS rose to Rs 8.1 from the earlier Rs 6.9. Shopper’s Stop shares fell 0.84% to Rs 565. “We have seen not only a very healthy increase in the topline but all-round operational efficiencies have gone up.

Margin percentage has seen a 1.9% increase, shrinkage has been maintained below 0.45% levels, which is lower than the international benchmark,” said BS Nagesh, customer care associate and MD, Shopper’s Stop. The company has a loyalty programme called First Citizen through which members accounted for over 62% of the sales in the year ended March 31, ’06.

Shopper’s Stop also entered the food and beverages business by opening its first café BRIO in Bangalore. The second café was launched recently at the Juhu store of Shopper’s Stop. Mothercare, the UK-based brand for which Shopper’s Stop has acquired franchise rights for India, was also recently launched by the company in four of its stores.

During FY06, the company added 1,97,853 sq ft by opening four stores, including 36,873 Sq ft of Home Stop. Crossword during the same period opened 9 stores. With that as on March 31, ‘06 the total number of Shopper’s Stop stores, Home Stop stores and Crossword stores were 19, 1 and 31 respectively in 10 cities across India.

News: Global retailers in a scurry to sew up JVs

(TNN 04/05/2006) Mumbai - Foreign retailers are moving faster to cash in on the Indian retail boom by striking joint ventures and franchisee deals.

Etam Group, a Paris-based lingerie and womenswear retailer which has over 3,000 outlets across 40 countries, signed a joint venture with Pantaloon Retail on Wednesday, whereby each side will invest 50% in a new company called Etam Future Fashion.

Both partners will initially invest Rs 35 crore in the company and are planning 150 standalone and shop-in-shops by ’08. The deal was struck through Indus League Clothing, part of the Future Group. This comes closely after the retail major signed a 50-50 joint venture deal with Lee Cooper, the UK-based apparel and footwear company.

Etam Future Fashion will showcase the Etam Group’s lingerie range in the first six months and will later look at introducing its women’s wear and accessories and will cater to the SEC-A segment. “Through this JV (with the Etam Group), we are looking at a Rs 300 crore turnover in the next three years,” said Kishor Biyani, MD, Future Group.

“We will invest 15% of the first year sales in advertising, 8-10% of it in the second year and 6% in the third.” The company is also in talks with other apparel retailers from France and Italy for similar deals. “Going ahead, we are looking at manufacturing for Etam Future Fashion in the womenswear range.

Also, we are in talks with a few international apparel companies for possible JVs, a sportswear company being one of them,” said Jaideep Shetty, chief of new business and lifestyle retailing. Other apparel brands such as Zara, Cerruti and Roche among others are in talks with Indian retailers to open shop in the country.

“The interest to partner in India is mainly among the foreign apparel brands. A few Indian retailers are in talks with brands like Zara,” Devangshu Dutta of Third Eyesight, a Delhi-based retail consultancy firm. “Some of the brands that cater to the mid-segment in their home countries end up being premium brands here unless there is a price repositioning.

Take for instance, Orchestra, the children’s wear French brand which caters to the small-to-medium market in France but is an upper-middle market brand in India,” he added. Mothercare, the UK-based baby care retailer, recently signed a franchise deal with Shopper’s Stop, the retail arm of the K Raheja group.

The lifestyle products it will offer will be targeted at major cities for the first few years and then will gradually go on to expand to the relatively smaller and upcoming cities. “The investments that Shopper’s Stop will be making are in merchandising, importing fixtures and lease of space,” explains BS Nagesh, MD Shopper’s Stop.

The firm will invest Rs 1,500 per square foot. Shopper’s Stop is looking at opening 40 stores in the next five years in the forms of corner stores, flagship and shop-in-shops and aims to open the first flagship store in the next two to three months. In the course of time the company also plans to introduce products specific to the Indian market.

The marketing promotions for the brand include mainly contact programmes by which customers would be familiarised with the products.

Build-a-Bear Workshop Inc, a US-based company that retails in customised stuffed animals has recently signed a franchisee deal with the New York based Murjani Group which will open Build-a-Bear outlets in India.

News: India in developed nations' league by '20

(BS 04/05/2006) New Delhi - Finance minister P Chidambaram feels India would join the league of developed nations in less than 14 years and the country’s services exports would touch $150 billion by the end of the decade.

“It has taken India 14 years to evolve from a poor and perhaps forgotten country to a thriving and increasingly noticed emerging economy. I am confident it would take us much shorter than 14 years to join the league of developed nations,” Chidambaram said at the “Advantage India” session of the ongoing Asian Development Bank annual meeting here today.

The country has emerged as the second most attractive investment destination among transnational corporations, the finance minister said that one half of the multinational companies earned higher returns in India than their global average.

“I understand that all the European and American banks operating in India are more profitable here than their global average,” Chidambaram said.

The finance minister also spoke about the second and much bigger wave of manufacturing offshoring that was yet to come. The first wave consisted mostly of labour intensive items. “The second wave, just beginning, could reach $1.6 trillion annually and would consist of skill intensive manufacturing. This would work to India’s advantage,” he said.

Explaining what made the world to take notice of India, Chidambaram said that India’s GDP growth rate in the last 15 years ranked among the top six in the world growth league and the country’s growth in terms of purchasing power parity (PPP) was among the top four.

According to one estimate, he said, by 2025 there could be more than 200 million new people in the country earning incomes above $15,000. The 25-30 per cent annual growth in services exports would continue in the next six years and the “invisible” exports would account for $150 billion.

Referring to the advantages of India, the finance minister pointed out that the cost of doing clinical research in the country would be 40% to 60% lower than in developed countries. Since clinical trials comprised around 70% of the total costs of a new drug, using India could bring down the average cost of $ 800 million for a new drug development by around $ 200- 250 million.

News: 'Full rupee conversion unlikely soon'

(RTR 04/05/2006) Hyderabad - The government is unlikely to make the rupee fully convertible soon and will take adequate safeguards before the reform, a senior finance ministry official said on Thursday.

A six-member central bank committee has begun looking into the proposal, made by Prime Minister Manmohan Singh in March, and will produce a road map by July 31 this year.

The rupee is only partially convertible and India has in the past set out benchmarks for full capital account convertibility, including levels of foreign exchange reserves, the fiscal deficit, inflation and non-performing assets of banks.

"We have set up a committee and we are awaiting its report. There is no hurry now," said Ashok Chawla, additional economic affairs secretary in the finance ministry.

"The parameters need to be firmly under control, including the budget deficit, for a sustained period of time."

Finance Minister Palaniappan Chidambaram has said he does expect full convertibility before 2008/09, a deadline by which the government aims to wipe out its revenue deficit and slash the federal fiscal deficit to 3 percent of gross domestic product.

The government is bound by a fiscal law to achieve the targets and has been trying to shore up revenues while keeping a tight leash on expenditure.

It aims to cut its fiscal deficit to 3.8 percent of GDP in the fiscal year ending March 2007 from 4.1 percent last year.

News: Europe may soon be Asianised

(PTI 04/05/2006) Jakarta - Globalisation will soon see Europe and the whole world being Asianised as globalisation meant a borderless world and thus nobody could justify preventing Asians, especially China and India from swarming Europe, says Dr Mahathir Mohamad.

"In Europe today, there are already millions of Asians, and if they (the West) say that globalisation means a borderless world, then they cannot justify preventing people from Asia from going to Europe," the former Malaysian Prime Minister said during his keynote address at the closing of the Asian HRD Congress here Wednesday.

He said there were more Asians than Europeans in this world and that just China and India with a combined population of 2.3 billion people would already be able to swarm the whole of Europe, which has a population of 360 million people.

Mohamad said Asian countries and the third world too were entitled to their own definition of globalisation and need not necessarily accept the definition of the West that would like to see all other nations open up their markets and economy to the more advanced countries.

"Eventually, even the world will be Asianised even though I may not be able to live to see it," he said, adding that even now in Europe, more Asians especially, Arabs and Indians, could be seen on the streets than the European themselves and an Indian chicken dish 'tikka' was already very popular.

Citing an example, Mohamad said England today is not the England of 50 years ago and the England of 50 years from now will be almost half Indians and already tikka is England's best dish.

News: Global economic imbalances may impact India

(BL 04/05/2006) Hyderabad - India on Thursday warned that global economic imbalances could have 'spill over effect' on its domestic interest rates and could pose challenges for foreign exchange reserve management.

"There could be a spill over effect of global developments on domestic interest rates. It could also pose challenges for reserve management as currency values may fluctuate violently," the Finance Minister, P Chidambaram told the annual Asian Development Bank meeting here.

Though India did not depend on the international capital market for financing the fiscal deficit, the fiscal position of the Government could be indirectly impacted due to the global imbalance, Chidambaram cautioned.

He said that the global imbalance arose due to the rising of current account of the to $805 billion in 2005, which was 6.4 per cent of its GDP. On the other hand Japan and emerging Asia had a current account surplus, which was equivalent to 60 per cent o f the US current account deficit.

"Now with rising oil prices, the oil exporting countries, having recorded large current account surpluses, are emerging as new players in the global scene and will have to play an important role in the correction of these imbalances," he said.

As far as India's current account deficit is concerned, Chidambaram said it was likely to remain in deficit in the near future.

News: Pantaloon's Health Village to expand biz

(BL 04/05/2006) Mumbai - Bringing all its healthcare and beauty services under one brand, Health Village, Pantaloon India intends extending this brand to cities such as Bangalore and Mumbai. The first of these malls have been set up in Ahmedabad.

Speaking to Business Line, Rahul Bhalchandra, Head, Wellness, Pantaloon Retail, said, "It is a completely new format for us since it is a combination of products and services under one roof.

We believe beauty and healthcare products is one of the fastest growing categories in retailing today and expect 8 per cent of the total turnover to accrue from this segment."

Fair pricing

Targeting its Health Village brand at the lower and middle-income groups, the retail chain is trying to bring about a `value lifestyle' format at its malls with the purpose of creating pricing benchmarks in this industry.

"We believe in democratising our services and charging a fair price. The idea is to set new benchmarks for pricing in this segment,'' said Bhalchandra, who handled RPG's Health & Glow retail chains (now owned by Dairy Farm) in the past.

Partnering a host of product and service brands, Pantaloon would retail its beauty and wellness products under the umbrella brand of Health Village with a pricing strategy which would be lower than the existing market rates.

Pantaloon is expected to bring in `global practices' into the business, which has been unorganised all this time.

"We want to explore this market and there is potential for bringing in global practices into this industry which so far has been unorganised, '' Bhalchandra said.

Offering products and services ranging from beauty salons, pharmacies, ayurveda, spas, yoga centres to fitness equipments, Health Village would have sub-brands to cater to each segment. For instance, its beauty salons would come under the name of Star & Sitara, its pharmacy has been called tulsi, the beauty stores would carry the name of tumeric, the fitness centres would be Roots while its health café would be called Elaichi.

The same brand names would get extended to the products being sold under similar categories. Its Fitness brand - Roots - would stand for its gyms, spas and fitness equipments while its pharmacy brand of Tulsi would get extended for its range of health products and service too.

Brand building

However, Pantaloon will not be relying on mass media advertising to build its mall brand.

"The Health Village brand will be built differently. We expect the brand to be built on trust for which word of mouth, PR and events will be used to communicate the value of the brand to consumers,'' Bhalchandra added.

News: New Balance in Indian retail push

(UPI 04/05/2006) New Delhi - U.S. footwear maker New Balance Athletic Shoe Inc. plans to open 50 exclusive outlets in India by 2008.

The company, which also plans to put its products on the shelves of India footwear chains like Bata, Regal, Metro, Lords and key departmental stores like Pantaloon and Lifestyle, said it would tap the market for running and walking shoes, the Press Trust of India reported Tuesday.

'We plan to capture the major share of this market', said New Balance Asia head Darren Tucker, adding, 'We want to up our market share to 15 percent and to achieve this we propose to go in for wholesalers and distributors.'

Wednesday, May 03, 2006

Column: The query - Where does one invest in India now?

(DNA 03/05/2006) Mumbai - With indices at their all-time highs and valuations over-stretched even from a medium-term perspective, it is of immense importance for investors to understand their risk appetite and accordingly determine their exposure to equities.

Also important is to understand the nature of industries, which are being invested into. In this write-up, we delve on this very issue of classifying industries into broad categories so as to make it easy for readers to take investment decisions accordingly.

Cyclicals: These are the sectors that have the highest variance in the earnings and hence stock price movements. Due to higher element of fixed cost, there exist a higher delta of operating leverage. Stocks from these sectors are 'outperformers', both in an upturn as well as in a downturn!

Thus, the right time to enter such stocks is when the economy is likely to come out of a bad patch and the right time to exit is when economic growth is at its peak and things are more likely to go wrong than right in the medium term. However, what is this 'right' time is a billion-dollar question! Commodities are the best examples of cyclicals.

Growth stories: These are the sectors that have a clear visibility of volume demand and hence are expected to perform well in the future (say, five years).

Similarly, these sectors are relatively less likely to be affected by an expected or a sudden downturn in the economy. In the Indian scenario, retailing is one of the growth sectors, considering the fact that organised retail accounts for a mere 3% of the total retail market in the India.

Similarly, another growth sector is telecommunication (mobile phones). In the current scenario, it is hard to imagine that people will stop talking on the telephone if times turn bad.

No wonder stocks from these sectors trade at relatively higher valuations as investors expect sustainable and strong growth in earnings.

Defensives: These are the sectors that are expected to grow consistently, generally in line with the growth in the GDP. These are also the companies that were once the growth stories. Over a period of time, these industries have matured and have developed the size that restricts the extraordinary growth of the earlier years.

FMCG is an example of the defensive lot. It is hard to think that people will stop consuming or reduce the consumption of biscuits, breads, soaps or detergents. These are necessities and their demand is les likely to be affected vis-a-vis discretionary spends like travel and entertainment.

Laggards: These are the sectors that were once the growth stories. However with the changing dynamics of the economy, they are no more in demand or there has been easy availability of substitutes.

The best example of this would be the fall in the demand for fixed-line connections with the advent of mobile telephones. Similarly, in the automobile sector, the shift from scooters to motorcycles is another sound example.

To conclude...

At the current juncture, where Indian equities are being treated as a long-term growth story, it is pertinent for investors to determine the sectors where they want to invest. This should be based on their risk appetite and investment horizon.

News: DS Kulkarni FPO subscribed 6.09 times

(TV18 03/05/2006) Mumbai - Pune-based D S Kulkarni Developers, DSKDL, has entered the capital market, with a follow-on public offer, FPO, issue of 55 lakh equity shares of Rs 10 each or a cash at a price to be determined by book building process.

The issue has been subscribed 6.09 times, as per the NSE website at 5 pm on May 02.

The qualified institutional buyer, QIBs, has been subscribed 10.74 times. The retail portion has been subscribed 1.77 times. The non-institutional investors portion has been subscribed 1.58 times.

The issue will close on May 3, 2006. Its price band has been fixed at Rs 250-275 per share.

This is part of the 1.10 crore composite equity shares of similar face value issued and subscribed, and also comprises promoters’ contribution of 6.4 lakh shares, a reservation of 1.1 lakh shares for employees, resulting in a net offer to the public of 47.45 lakh equity shares. The bid issue opens on April 25, 2006, and closes on May 3, 2006.

The objectives of the issue is to raise capital to finance the company’s ongoing and new residential and commercial real estate development projects and for general corporate purposes of the company, according to a company press release.

The book running lead manager to the issue are A K Capital Services and Indian Overseas Bank. Sharepro Services is the registrar to the issue.

News: ADB to double credit to India by '08

(PTI 03/05/2006) Hyderabad - The Asian Development Bank will double its lending to India to $2.65 billion by 2008, the bank's President Haruhiko Kuroda said on Wednesday.

"ADB is proud of its commitments in India and hopeful of further strengthening cooperation. The funding will be more than doubled," Kuroda announced at a press conference on the sidelines of the Manila-based bank's 39th Annual General Meeting, which commenced here on Wednesday.

The main focus of the new funds from the multilateral body would be transport, water, energy management and urban development, he said.

Commending Indian economy for its stellar performance, leading to accelerated growth in the last decade, the ADB Chief, however, said that the country needed more investments in infrastructure, education and social sectors and strategies for improving employment generation.

Stating that Asian region was passing through a critical phase and facing a plethora of challenges, he said the greatest threat to private investment and growth in many countries was the high level of risk arising from regulatory weaknesses, policy uncertainty and market distortions.

"This is a critical moment for Asia. How we respond to these challenges will shape the region's future. ADB's role in the region's response will feature prominently among the issues we will be discussing over the next few days," Kuroda said.

News: Tata Motors vehicle sales up 51%

(PTI 03/05/2006) Mumbai - Top bus and truck maker, Tata Motors Ltd. said on Wednesday vehicle sales rose 51 per cent in April to 36,082 units from 23,889 units a year earlier. Exports rose 28 per cent to 3,572 units from 2,785 units.

New York-listed Tata Motors said sales of commercial vehicles more than doubled to 19,182 units from 8,368 units, while sales of cars and utility vehicles rose 5 per cent to 13,328 units.

News: Zee group to enter energy sector

(PTI 03/05/2006) New Delhi - Media giant Zee group on Wednesday announced diversifying into the energy sector, beginning with a Rs 3,500 crore gas-based power plant in Haryana.

"We have identified a location near Sonepat in Haryana. We are in talks with some companies including Reliance Industries, Shell and GAIL India for gas supply," Siti Energy CEO A K Gupta told PTI about the 1,063 MW power plant.

He said the power plant would require five mmscmd of gas and they were looking at a price of 5.6 dollar per mBtu for a period of 25 years. The company will also look for a foreign partner once it ties-up gas supply.

The project would be funded in a debt-equity ratio of 70:30, Gupta said, adding that it would start generation in about three years.

Siti Energy has also been granted licence by the Uttar Pradesh government for setting up CNG retailing stations in Moradabad, the company CEO said and added it had tied up with Gail India Ltd for CNG supply.

Initially, the venture would cost Rs 70 crore and the company hopes to benefit from the state government's decision to make public transport vehicles to run on CNG.

Siti Energy also proposes to foray into supplying LPG (cooking gas) to households through pipeline in Moradabad, a company executive said.

News: Panacea Biotech, Netherlands Vaccine tie up

(BL 03/05/2006) New Delhi - Panacea Biotech on Wednesday announced collaboration with Netherlands Vaccine Institute (NVI) for supply of bulk inactivated polio vaccines.

As per the agreement, NVI would supply the inactivated polio vaccines (IPV), which would be used by Panacea Biotech in the manufacture of finished IPV and a number of IPV-based combination vaccines.

Panacea Biotech would register the product both in India and across the globe except the Netherlands, Denmark, Norway and Finland.

"The collaboration will substantially enhance Panacea biotech impact, scale and size of business," Rajesh Jain, Joint Managing Director, Panacea Biotech, said.

The estimated demand of IPV is around 150 million doses and is likely to increase to 800 million doses by 2011 depending upon various scenarios. The expected market size is around $800 million to $1 billion he added.

News: CII signs pact with Japan SME body

(UNI 03/05/2006) New Delhi - In an attempt to provide a framework to the sustainable cooperation between the SME business communities of Japan and India, CII signed a Memorandum of Understanding (MoU) with Japan Finance Corporation for Small and Medium Enterprise (JASME).

The signing of the MoU yesterday coincided with the visit of the 30-member delegation of JASME Investment Promotion Mission to India, led by JASME President Koichi Minaguchi.

Minaguchi, also Leader of JASME Investment Promotion Mission to India, said that JASME was committed towards working with the CII towards fostering stronger relations between the SMEs in the two countries.

The MoU between CII and JASME aims to foster mutual understanding and friendship between the SME business communities of Japan and India and to promote economic relations such as trade, investment, technological cooperation between the two countries, he said.

According to the MoU, both CII and JASME shall exchange information as far as possible on economic and commercial matters which will enhance cooperation between Japanese and Indian enterprises.

The agreement also provides for dissemination of information to their respective clients about business interests expressed by them, via consultations and publications. Provisions for exchange of information of relevance that will facilitate favourable environment to enhance trade and investment between Japan and India were also made under the MoU.

This is the second SME specific MoU, being signed by the CII with a SME developmental organisation in Japan.

CII had inked a similar agreement with the Organisation for Small and Medium Enterprises and Regional Innovation (SMRJ), Japan, in February this year.

News: Michelin plans facility in India

(UNI 03/05/2006) New Delhi - Michelin, the world's leading innovator in tyre technology, today announced that the company has plans to set up its manufacturing facility in India but no time-frame has been set and the quantum of investment will be market driven.

Michelin India CEO, Herve Dub, disclosed this at a press conference here while launching company's new tyre in India, Michelin Energy XM1, designed for the midsize car segment aimed at low fuel consumption.

The tyres are designed to provide drivers with a safer and comfortable motoring experience than any other tyre in the class whilst being longer lasting and economise on fuel.

The tyre was specially tested in Coimbatore last month keeping in view the Indian road and all weather conditions.

''For passenger vehicles, the Energy XM1 range of tyres have been developed using the Green 'X' silica based compound, which will not only reduce the rolling resistance and fuel consumption but will also replace Carbon Black, which is a fossil fuel derivative,'' said Dub.

Dub further said that these ranges of tyres not only offer potential fuel savings but also have much improved wet grip and dry handling capabilities, thereby providing extra margin of safety to the consumer.

The price difference from other available tyres will be about 5-10 per cent and fuel saving also of almost the same level.

The tyres match for vehicles including Maruti: Swift, Esteem, Baleno; Ford: Ikon Fiestal; Honda City: Hyundai: Getz, Accent; Opel: Astra, Sail, Corsa; Chevrolet: Optra, Indigo; Toyota: Qualis; Mitsubishi Lancer.

Michelin came to India in 1999 to market its range of radial, bus and truck tyres in this country. These tyres produced for the Indian market contain the best Michelin technology and have been proven in India to last longer and save on operating costs. The tyres are supported by world-class service consistent with Michelin's worldwide quality standard.

Michelin has made available a range of Truck and Bus radial tyres that are suitable for the most common road conditions found in India.

Michelin tyres, founded 110 years ago in Clermont-Ferrand, France, are sold and distributed in more than 170 countries and the Company has 71 manufacturing locations worldwide producing more than 197 million tyres annually and is supported by technology and testing centres in Europe, North America and Asia.

In 2005, Michelin Groups consolidated sales revenue was 15.6 billion Euros with a global market share of about 20 per cent.

News: Pantaloon unit in JV with France's Etam

(RTR 03/05/2006) Mumbai - Textile firm Pantaloon Industries Ltd said on Wednesday its Indus-League Clothing Ltd. unit will set up an equal joint venture with Etam Group to make and sell lingerie and women's wear. No financial details were disclosed.

French clothing retailer Etam Development had said in April, it was in talks with two Indian groups about launching retail operations.

News: Indian banks to start Basel II norms in 2007

(RTR 03/05/2006) Hyderabad - Indian commercial banks are expected to start implementing Basel II international norms from March 31, 2007, Reserve Bank of India Governor Yaga Venugopal Reddy said on Wednesday.

Basel II, due to be phased in over the next few years, is a set of new rules to regulate banks' capital standards around the world and prevent financial crises from spreading.

"All commercial banks in India are expected to start implementing Basel II with effect from March 31, 2007, though a marginal stretching beyond this day should not be ruled out in view of the latest indications on the state of preparedness," Reddy told a meeting of the Asian Development Bank.

"In the post-March 2007 scenario we may witness Basel II, Basel I and non-Basel entities operating simultaneously in the Indian banking system."

The rules require banks to keep funds in reserve to cushion unforeseen risks.

Finance Minister Palaniappan Chidambaram said last year Indian banks needed to raise 600 billion rupees in the next five years as additional capital.

"On current indications, implementation of Basel II will require more capital for banks in India due to the fact that operational risk is not captured under Basel I and the capital charge for market risk was not prescribed until recently," Reddy said.

He noted India has 85 commercial banks accounting for about 78 percent of the financial sector, more than 3,000 cooperative banks accounting for 9 percent and 196 regional rural banks accounting for 3 percent.

Given the complexity of operations, the need to ensure greater financial inclusion and an efficient delivery mechanism for directed credit, capital adequacy norms for different entities had been maintained at varying levels, Reddy said.

News: Citi buys 9% of HDFC from Standard Life

(DNA 03/05/2006) Mumbai - Citigroup, the world’s largest bank with global assets of nearly $1,500 billion, has obtained a toehold in the country’s second-largest private sector bank, HDFC Bank, by buying a 9% stake in its promoter, Housing Development Finance Corporation (HDFC).

Citigroup acquired its 9% stake in HDFC, valued at Rs 3,100 crore at current market prices, from Standard Life. If the government clears this deal, Citigroup will not only be acquiring a piece of India’s pioneer housing finance company, but also an indirect stake in HDFC Bank. HDFC owns about 22% in its bank.

As for Standard Life, it will use a part of the stake proceeds to increase in holdings in the insurance joint venture, HDFC Standard Life. Its original investment in HDFC has, thus, appreciated nearly 10-fold in as many years.

The HDFC board, which met on Tuesday to consider the annual results, has approved the sale of Standard Life’s stake to Citigroup, subject to the usual regulatory approvals. It has also permitted Citigroup to nominate a board member.

In a statement, HDFC said its board “had further authorised the chairman to issue a letter to the Foreign Investment Promotion Board (FIPB) granting the corporation’s consent for the said transfer. In the event the said transfer is approved…Citigroup may nominate a special director on the corporation’s board to be appointed in terms of the memorandum and articles of the corporation”. HDFC chairman Deepak Parekh’s office did not return calls from DNA for clarifications.

Analysts say that Citigroup has for long been considering the purchase of a new-generation Indian bank, but current banking regulations do not permit it. A couple of years ago, HSBC took up around 14% in UTI Bank, but had to exit when the Reserve Bank of India blocked the move.

Citigroup’s stake in HDFC is regarded as a strategic move to position itself for making a bid for HDFC Bank as and when regulations allow. It is widely believed that takeover regulations will be eased by 2009.

By cleverly acquiring a stake in a housing finance company, Citigroup faces only indirect scrutiny from the Reserve Bank. Housing finance is regulated by the National Housing Bank, a Reserve Bank subsidiary.

“The investment is significant. It shows a belief and commitment to the India story”, says Jignesh Shah, head of equity at ABN Amro private equity. Citigroup has marked out India as a major growth market ever since its new chief executive, Charles O. Prince, better known as Chuck Prince took over.

Prince visited Mumbai and Delhi last October. During his two-day stay, he met officials from the finance ministry and the Reserve Bank, apart from bankers and corporate heads.

News: Pantaloon Foods to source mangoes from Maharashtra

(BS 03/05/2006) Mumbai - Pantaloon Foods, the new foods arm of Pantaloon Retail, has tied up with the Maharashtra State Agricultural Marketing Board to source the farm produce such as alphonso mangoes and other seasonal fruits as part of its "farm to plate initiative".
The retail chain has inked similar agreements for other fruits, both locally as well as internationally which would be introduced in the stores in the course of the year.
"As part of this new initiative, Pantaloon Foods has tied up directly with farmers to source food products," said Damodar Mall, president-foods, Pantaloon Retail.
The company also plans to introduce a range of cheese under its Fresh and Pure labels. It recently launched butter and ghee. Mall said the response to both these products has been very encouraging.
As part of this initiative, Pantaloon Foods is looking at creating a portfolio of brands under which it will market the produce. Mall said that three brands would be the generic Food Bazaar brand, Premium Harvest, a premium brand and Fresh and Pure.
Pantaloon Foods would focus on commodities and basic processed food such as atta and oil, which the company would be launching soon. Other products such as chips would be introduced soon under the Food Bazaar private labels.
He also said, at present, the focus is on gearing the back end to improve their supply chain. The company has tied up directly with millers and farmers to source the produce directly from them.
"We are not looking at getting into farming ourselves, but will provide knowledge based support to the farmers," he said.
To this effect, the company has set up a team comprising professionals in the commodity business as well as people with a trading background to oversee these plans.
"We provide some suggestions to improve productivity for the farmers. The idea is to improve consistency and product delivery and at the same time reduce the risk factor," he explained.

News: Digicel makes French Caribbean investment

(TTG 03/05/2006) Kingston - Digicel has shelled out US$196 million to acquire Bouygues Telecom Caraibe, a subsidiary of Bouygues Telecom with assets in Martinique, Guadeloupe and French Guiana.

“Digicel will add three new territories to its existing operations bringing its total number of operations to a milestone 20 markets since its inception five years ago,” the company announced in a press release.

Bouygues Telecom Caraibe, has over 160,000 subscribers with posted revenues for 2005 of US$148 million.

The acquisition of Bouygues Telecom Caraibe provides Digicel with a large established pre-paid and post-paid customer base and an advanced GSM network in markets that are populated by more than one million people.

The three territories have economies centred on the Euro as their functional currency and serve as a destination for international tourists including coverage areas in St Barths and French St Martin.

“We are delighted to welcome the employees and customers of Bouygues Telecom Caraibe into the Digicel family as we continue our quest to create a seamless pan-Caribbean network,” said Denis O’Brien, chairman and founder of Digicel Group.

Digicel launched in Trinidad on April 6.

“As we celebrate our fifth anniversary since our debut launch in Jamaica we are proud to have achieved this milestone of providing top-rate services in 20 nations.

“Digicel continues to maintain its position as the fastest growing telecommunications company in the Caribbean with a compound annualised growth rate of 69 per cent,” said O’Brien.

Digicel said it plans to increase its subscriber base with its bold marketing and its product offerings which include handsets, per second billing, prepaid roaming and rollover minutes.

Tuesday, May 02, 2006

News: Indian shares hit new high

(RTR 02/05/2006) Mumbai - Indian shares rose to a new high on Tuesday on strong earnings and fund inflows, with investors buying frontline stocks including drug firms, auto and cement makers.

Drug maker Dr. Reddy's Laboratories Ltd. jumped nearly 17 percent to 1,672 rupees on expectations it would gain from a U.S. court ruling on Monday that regulators had unlawfully denied a petition by Teva to market generic cholesterol drug Zocor.

Ranbaxy Laboratories gained more than 9 percent to 515.70 rupees.

Number two motorcycle maker Bajaj Auto Ltd. gained 1.7 percent to 3,063.80 rupees after it said vehicle sales in April rose 29 percent on the year.

Gujarat Ambuja Cement rose more than 3 percent to 128 rupees on expectations of strong April sales and firm prices as construction activity picks up across the country.

The 30-share BSE index rose 1.84 percent to 12,263.74 points by 0530 GMT. Gainers beat losers nearly four to one on trade of 67 million shares.

The 50-issue NSE index gained 1.44 percent to 3,609.15.

"Everything's looking bullish: earnings are good, fund flows are good and sentiment is positive," said Rohit Sekhsaria at Enam Securities.

"There are several positive triggers, so the bias is clearly positive," he said.

Foreign fund purchases of Indian equities total more than $4 billion this year.

The market was closed on Monday for a local holiday.

STOCKS ON THE MOVE

* Reliance Communications Ventures Ltd. was up 1.6 percent at 325 rupees after the BSE said it would include the stock in its benchmark index from June 2.

* Indian Overseas Bank gained 2 percent to 101.85 rupees after it said it would raise up to 12 billion rupees in debt in the year to March 2007.

* Hindalco Industries Ltd. rose more than 4 percent to 223.90 rupees after it posted a better-than-expected 39-percent jump in March quarter profit, helped by record metal prices.

* Indiabulls Financial Services Ltd. rose more than 13 percent to 354.30 rupees after the company's board on Monday approved spinning-off its real estate business into a separate company Indiabulls Real Estate Ltd.

TOP 3 BY VOLUME

* Reliance Natural Resources gained more than 4 percent on trade of 2.9 million shares.

* Himachal Futuristic Communications gained 6 percent on 2.2 million shares.

* Reliance Communications Ventures saw trade of 1.97 million.

News: IL&FS raises $95 mn from realty fund

(PTI 02/05/2006) Mumbai - IL&FS investment managers today said $ 95 milion had been raised through its realty fund, being offered to the foreign investors, taking the total fund size to $ 502.57 million.
According to a release issued by IL&FS to the BSE today, with this the company had achieved the second closing for foreign investors to the realty fund.
Earlier, IL&FS had raised $ 340 million through the realty fund in its initial closing. The company would also seek further commitments from international investors and expected to achieve a final closing shortly, the release added.

News: Huawei to invest $100 mn in India

(PTI 02/05/2006) New Delhi - Chinese telecom equipment vendor Huawei Technologies will invest a total of $100 million in its R&D centre in Bangalore and for setting up a manufacturing facility in India shortly, subject to approval.

"We will invest $100 million for expansion of Indian operations, which will include $ 60 million for our plans to set up a manufacturing plant in India for which we have applied for approval to make telecom equipment and $ 40 million on expanding the Bangalore R&D centre," Fu Jun, global spokesperson for Huawei Technologies said here today.

The Bangalore R&D centre, which is the second largest centre outside Shenzen, currently has 1,200 profressionals and will touch 2,000 by the end of 2007. The centre is working on next geneartion networks,
broadband, optical and 3G equipment and is expected to focus on customisation of equipment.

The company realised it needs to set up a manufacturing base locally so that it may bid for BSNL contracts, and has sought government approval for the same, Jun said.

News: Cathay Pacific bullish on prospects in India

(BL 02/05/2006) New Delhi - The Hong Kong-based airline, Cathay Pacific, is bullish about the prospects in the Indian air passenger and cargo markets.

"India is a key focus area for the airline. Where cargo is concerned India accounts for 35 per cent of the airline's revenue and it is growing. As the number of aircraft in the fleet grows, we would consider launching more cargo flights here," the airline's Bahrain-based General Manager, West Asia, India and Africa, Tom Wright, said.

The airline is to start operating a twice-a-week freighter flight on the Hong Kong-Mumbai-Chennai-Hong Kong sector with a Boeing 747-200 aircraft from June 2 this year.

At present, the airline freighter service to India includes a three-times-a-week flight to Mumbai that continues to Dubai and Paris and then returns to Hong Kong through Dubai.

While the airline is keen to operate more passenger flights here, it is yet to firm up the cities to which it would operate these. At the moment the airline operates four times a week to both Mumbai and Delhi.

However, keeping in mind the growing passenger demand the airline has opened a new General Sales Agent office in Jullundur.

"In north India, Punjab is an important market and accounts for 30 per cent of all sales in the region," said Wright.

Expansion

The airline has planned a gradual expansion throughout the region, a process that could see it open an office in Jaipur.

"No date has been fixed for opening an office in Jaipur. But if we were to consider opening another office it would probably be in Jaipur," the airline's Manager, Delhi and Northern India, Richard McCallum, said.

Meanwhile, with the continuous northward movement in oil prices, the airline has applied to the Hong Kong authorities to levy an additional fuel surcharge.

At present, the airline charges a fuel surcharge of $43.30 on long-haul flights including those to India.

News: Marriott plans 5-star hotel in Bangalore

(BL 02/05/2006) Chennai - Marriott plans five-star hotels in Hyderabad and Bangalore. It already opened a hotel in Chennai three months ago.

The Hyderabad property is likely to be opened in July and the one in Bangalore by the first quarter of 2008, said John Toomey, Director of Marketing-India.

In line with the company's differential branding policy, the Bangalore property will be a five-star deluxe J W Marriot, while the hotel in Hyderabad will be a Marriott - a "notch below JW," said Rajat Chatterjee, General Manager, Courtyard Marriot, Chennai.

Asked if the different brands meant that the hotels would target different segments, Toomey said all the hotels in the major cities target business travellers, while the Goa Marriott will target both leisure and business travellers.

With regard to the Courtyard Marriott in Chennai, Toomey said the property has five serviced apartments in addition to 225 rooms and six suites. "But Marriott International in general would certainly look at having additional serviced apartments in conjunction with a full service hotel," he added.

Chatterjee said the Courtyard brand targets the mid to upper tier business segment, but unlike some international versions of the same brand that offers limited service, the Courtyard is a full service hotel. He said the rack rate for the rooms is $150, but is offered at $125 plus taxes. The serviced apartments are offered at $225 per day if taken for a one-month period.

Asked if he anticipated business to be a bit slow with so many five star hotels in the city, he said with the Courtyard being located on the arterial road in the city, and with businesses flourishing, that would not be a problem. He said it would take about six months for the business to stabilise.

Toomey said the number of rooms in Chennai pales in comparison with the over 40,000 five-star rooms in Singapore. He said there are not enough rooms for the anticipated business demand for the next three to five years.

News: Pantaloon Retail launches 'Depot'

(BL 02/05/2006) Mangalore - Pantaloon Retail India Ltd has launched its newest retail venture 'Depot' - books, music and gifts store - in Mangalore.

Addressing presspersons on the occasion, Preeti Vyas, Business Head, Depot, said that Pantaloon had "aggressive plans" in the consumer space, and thus entering books, music and gifts space is a logical step forward for the company. In the next six months, the company plans to open more 'Depot' stores of various sizes across the country.

These stores will be set up as standalone stores as well as in other Pantaloon group stores such as Big Bazaar and Central. "Over the next 18 month, 'Depot' aims to have a 100 stores across the country, in various formats," she said. Next 'Depot' store will be opened in Ahmedabad next month. Vyas said that books on various subjects, including fiction, general reference and management, would be available at 'Depot'.


'Depot' aims to be a strong member of the local communities it operates in through a variety of events, engagements and social initiatives, she added.

News: Mukesh Ambani - The Mogul of Mumbai

(Forbes 02/05/2006) Mumbai - At dusk the port city of Jamnagar glitters like a vast diamond brooch. The port's 600,000-barrel-per-day oil refinery is the jewel in the crown of the largest private-sector enterprise in India, Reliance Industries Ltd.

Built six years ago at a cost of $3.4 billion, India's largest refinery is an audacious entrepreneurial achievement in a nation still shackled by state controls and monopolistic practices. Situated in the western Gulf of Kutch, a short trip by oil tanker across the Arabian Sea to the Persian Gulf, Jamnagar is also the cornerstone of an ambitious attempt by Reliance Chief Mukesh Ambani to build the first fully integrated private oil company--from exploration to gas pumps--on the subcontinent. "I think oil is found in the minds of men," says Ambani. Translation: There's plenty of it out there, if you are smart enough to find it.

India certainly needs it. With a GDP galloping at 7 per cent or more a year, India now imports 70 per cent of the 2.5 million barrels it soaks up every day; 520,000 barrels come from government-owned Oil & Natural Gas Corp. ONGC gets most of its output from a field discovered in 1974 and in decline since 1991. National demand is expected to reach 3.1 million BPD by 2010. And Reliance, which earned an estimated $1.9 billion on $18.5 billion in revenue for the fiscal year ended Mar. 31, wants to pick up that slack.

"Over the next two years we will be developing competencies from scratch," says Ambani, 49. And spending boatloads of money. There's a $6 billion plan to double the size of Jamnagar by 2009 and make it the largest refining complex on earth. He has earmarked another $10 billion over five years for international oil exploration and to develop Reliance's recent discoveries, including a field with 14 trillion cubic feet of natural gas off India's east coast in the Bay of Bengal. His goal is to push production from a current 40,000 barrels of oil (or the natural-gas equivalent) per day to 400,000 in a decade. Ambani is spending another $1.5 billion to build out his chain of Reliance gas stations from 1,200 to 6,000. There are already 100 restaurants in the A1 Plaza chain of truckstops.

How to pay for it, with long-term debt at $3.5 billion and climbing? Through operations, a $1.5 billion syndicated loan, $2 billion in private placements and the public offering in April of $650 million in shares of Reliance Petroleum on the Bombay Stock Exchange. The issue was met with a massive oversubscription. Separately, U.S. giant Chevron has carved out a 5 per cent stake with an option to go up to 29 per cent.

Quite a leap for a family business that started modestly in 1958. That's when Mukesh's dad, Dhirubhai, returned to India after nine years in Yemen, where he'd worked at a gas station and dreamed big. Renting a desk for two hours a day, his family living in modest Mumbai surroundings, Dhirubhai learned to work India's thick red-tape socialism, securing import and export licenses for nylon, rayon and polyester. In 1966 Reliance began making polyester fabric and clothes, launching what became the bestselling Vimal brand. Then began a long diversification up the value chain. Rather than importing polyester yarn from the West, Ambani bought the latest technology from DuPont. Young Mukesh, a chemical engineer, left his Stanford M.B.A. studies and came back to India to build a yarn plant. Mukesh spent the 1980s constructing plants to make polyester ingredients like terephthalic acid and monoethylene glycol and plastics such as high-density polyethylene. In 1986, when Dhirubhai suffered a stroke, Mukesh and his younger brother, Anil, assumed day-to-day control.

Bringing Reliance closer to its petroleum sources was all but impossible. New Delhi had nationalized India's oil industry in 1976 in response to soaring fuel prices triggered by the Arab embargo. The state grabbed refineries built by Shell and Esso and handed them to the likes of Hindustan Petroleum and Bharat Petroleum. India then was still self-sufficient in oil, and only state-owned companies were allowed to drill in India's oil basins. But production declined, and by 1993 fuel subsidies and price caps had siphoned off any profits the state exploration giant could have used to explore for and develop new fields. When politicians floated a plan to allow private-sector companies like Reliance into the oilfields, 25,000 ONGC workers went on strike.

The breaking point came in 1997. Starved by price caps and lacking capital for exploration and badly needed refinery construction, the oil sector fell victim to New Delhi's financial straits when the government couldn't even pay ONGC for months of delivered crude, forcing the company to default on loans.

Just the opening Reliance needed to take a crowbar to state monopolies. With 20 years of chemical construction behind him, Mukesh Ambani laid out a plan to build a refinery at Jamnagar that would easily be twice the size of any other in India, capable of handling 600,000 barrels of crude a day. Reliance financed the construction with the help of a $100 million, 100-year bond in the U.S., yielding 10.25 per cent. Consultants said the project wasn't viable and wouldn't make money. But to help it to do so, Ambani enjoyed an exemption from a law that all crude imports had to go through state-owned Indian Oil. That ensured better prices and a more reliable supply of oil.

Micromanaging the construction, Mukesh spent three years taking the hour-and-a-half flight from Mumbai on a tiny Beechcraft propeller plane four times a week. Sometimes he was joined by his wife, Nita, who set up a school in Jamnagar. Even at home Ambani's own three children were living the project: "Jamnagar" was reportedly his son's third word, after "mummy" and "papu." A cyclone in 1998 caused severe damage, but in a few nonstop weeks Jamnagar's 85,000 workers had it back on track. By the time it opened in 1999, Jamnagar ended up costing 30 per cent less than a similar refinery BP had built in Malaysia. As a finishing touch, on the greenbelt mandated for the site Dhirubhai Ambani ordered the planting of India's most magnificent mango orchard. With 102,000 trees, it surpasses the legendary orchard of Mogul Emperor Akbar of 400 years ago. Today Jamnagar is one of the most profitable refineries in the world, grossing an average $10 a barrel last year, compared with $7 or so for the average refinery in Singapore.

Meanwhile, privatization began to unfold. In 1999 the government put 25 exploration blocks up for an auction at which bidders competed not with cash but with royalty percentages. Reliance ended up with 12 blocks; ONGC nabbed but 8. "Absolutely inspired," as he says, by the state oil companies' sluggishness, Ambani poached explorers from his rivals and hired oilfield service companies like Schlumberger and Halliburton to do seismic testing and Transocean to begin a frenzied campaign of offshore drilling.

Its biggest strike: the Krishna-Godavari Basin in the Bay of Bengal. ONGC and others had looked there and come away empty-handed. But Reliance braved tall waves, swift currents and moving sediments through the monsoon season to drill its very first well in 2002. What it found was the biggest new Indian field in two decades--a giant natural gas reservoir initially thought to hold 7 trillion cubic feet. Subsequent drilling delineated twice that.

Praveen Martis, analyst with Wood Mackenzie, figures the gas field is worth some $5 billion but that it will cost Ambani nearly that amount to build out the wells and pipelines to get the gas to market. Though Ambani has never tackled a deepwater project before, he says that for now he's dedicated to managing the buildout in-house. That could turn out to be a costly mistake, says Martis, who thinks Ambani needs to partner with a global energy giant if he is to deliver by 2010 the promised 1.4 billion cubic feet of gas a day, the energy equivalent of 250,000 barrels of oil.

After heated negotiations, Mukesh agreed to send half of the field's production to a $2.2 billion, 3,740-megawatt, gas-fired plant Reliance Energy is planning to build in northern India. Why were negotiations heated? Reliance Energy is controlled by Anil Ambani, 46. The brothers had a much-publicized falling-out over control of Reliance Group after their father died in 2002. It took their mother, Kokilaben, to establish a cold peace and divide the kingdom. Mukesh (net worth $8.5 billion) got the tiger's share: chemicals, plastics, polyester and oil. Anil (worth $5.7 billion) has the power generation, telecom and financial businesses, which earned an estimated $500 million on revenue of $5.4 billion in fiscal 2006.

Mukesh has other fights ahead of him. Leasing blocks of unexplored territory in Oman, Sudan, Colombia and Yemen, Reliance is bound to lock horns eventually with state-owned oil companies and multinationals. ONGC has already squared off against Chinese oil companies--and come away the worse for it, failing in the last year to win significant assets in Ecuador, Angola and Nigeria. In December the state-owned oil company teamed up with steel baron Lakshmi Mittal in a $3.9 billion bid for but lost to China's CNooc, which paid $4.2 billion for the prize. "On Friday night we had the highest bid," says ONGC Chairman Subir Raha. "Monday morning came the announcement--China had won. It's unfair that over the weekend we could get outbid, with no chance to raise our offer."

For now Ambani seems willing to let ONGC vie for the heavyweight title. Well aware that Reliance isn't yet in any position to bid against the Chinese, it has instead decided to join them, in December making a deal with CNooc to explore for oil in Africa. "Worldwide, any producing assets are fully priced," says Ambani. "We can only create value with our own exploration efforts."

Such partnerships also allow him to make hay at home. With much of the oil industry still in government hands, Ambani is looking at totally unregulated businesses. In January Reliance announced it would spend $750 million over the next few years to launch a chain of discount superstores.

News: ICICI Bank going rural

(ACERC 02/05/2006) Mumbai - ICICI Bank wants to paint India's rural landscape maroon. It is through a no white spaces strategy, ensuring an ICICI Bank touch point within 5-10 km from customers in hinterland.

Each touch point will be a full-service banking centre, offering services ranging from routine banking transactions to trading in shares and commodities, availing of loans and buying life and general insurance policies - the services urban customers enjoy at bank branches.

The touch points will not be just referral points. A person entering a touch point will come out having availed of all the services he wants. The touch points will be managed and operated by local entrepreneurs, be it pharmacists or tractor dealers. These local entrepreneurs personally know and understand the credit-worthiness of prospective customers.

ICICI Bank plans to cover 400,000 of over 600,000 Indian villages through its hub and spoke hybrid channel architecture. The bank has already implemented 50 per cent of the strategy in over 50 districts in Maharashtra, Gujarat, Uttar Pradesh and south India.

The touch points strategy eliminates fixed costs involved in maintaining own branches and the recurring costs are only a fraction of the fixed costs entailed in having branch presence. Also ICICI Bank cannot have branches in all the 400,000 villages where its wants to do business. The branches would be more of processing centres for the respective districts.

The district branches will act as credit and processing hubs for the business generated in the respective clusters. The non-branch channels will include credit franchisees, a network of originator franchisees, rural internet kiosks, a network of micro-finance institutions and non-government organisations (NGOs) and technology-based initiatives like biometric (fingerprint) enabled ATMs. The credit franchisees will also be sharing the business risk with the bank.

News: Tata Tea arm to acquire Czech tea co

(PTI 02/05/2006) Mumbai - Tata Tea Ltd on Tuesday said its UK subsidiary, Tata Tea (GB) Ltd will acquire Czech-based tea company Jemca, from a food processing company, Alima Znackova Potravina.

The acquisition has been funded by Tetley Group, the company informed the Bombay Stock Exchange.

Jemca has a 26.6 per cent volume share of the Czech tea market and a turnover of about 12.5 million dollars. It will continue to pack teas at its production facility at Jemnice in Czech Republic and continue to trade under the 'Jemca' brand name, it added.

"This acquisition is a further development of our plans to grow the Tata Group's tea business around the world. It gives us a market leading position in an area where tea consumption is high and where we have been previously unrepresented.

"The experience and skills of Jemca and Tetley complement each other well and will combine to create a significant presence in Eastern Europe," Executive Vice Chairman and CEO of Tetley group and Director of the company Ken Pringle said.

The company's shares were trading at Rs 864, up 3.26 per ent at the BSE.

A Tata Tea spokesman said in Kolkata that the Czech firm sells a wide variety of black, green, fruit and herbal tea and has a production facility in that country. Company Vice-Chairman Krishna Kumar said that acquisition of Jemca was important for the Tetley Group for consolidating its presence in Eastern Europe.

News: 'No pull out of Iran pipeline' - India

(PTI 02/05/2006) New Delhi - India on Tuesday asserted that it was serious about the Iran-Pakistan-India gas pipeline and that the US cannot pressurise New Delhi into walking out of the project.

"I don't think America is pressurising us on the issue. I think America cannot pressurise us (to walk out of the project)," Petroleum Minister Murli Deora told reporters ahead of his talks with Iranian Deputy Oil Minister Hadi Nejad Hosseinian.

"We are very serious on this issue and its not me but the Prime Minister, who made the statement that the pipeline is for peace and progress of the region," he said.

News: Asia Pacific Breweries in high spirits

(UNI 02/05/2006) Bangalore - Asia Pacific Breweries (APB), 42% owned by Dutch brewer Heineken, has expanded its network to India by acquiring 76 per cent stake in Aurangabad Breweries Limited, owning units in Maharashtra and Goa.

The company, in a release here, said the aggregate investment for the acquisition was approximately $18 million and it would be funded through a combination of internal resources and external borrowings. The investment was the second in South Asia, after its foray into Sri Lanka in September last year.

The acquisition deal entitled APB to increase its stake in the Aurangabad Breweries Limited to 100 per cent by the end of 2008, the release added.

APB Chief Executive Officer Koh Poh Tiong said "In the last 16 years, our focus was mainly on South East Asia, Indo-China, Australia and China. As our breweries in these markets have shown good growth, it is timely that we look beyond our current markets and set our sights on South Asia for our next wave of regionalisation."

The investment in India was part of the strategic move to make a foray into emerging markets to capitalise on the inherent growth potential, besides tapping new market opportunities for its Tiger, Anchor and Baron's strong brew brand of beer, he added.

News: Piramyd Retail to hit markets for fueling retail expansion

(F2F 02/05/2006) Mumbai - Pyramyd Retail plan to come out with its second public offering just months after its IPO in late 2005.

Since issue of IPO, stock prices have doubled which will make investors interested in value appreciation, said Nandan Piramal, Executive Vice-Chairman, Piramyd Retail.


Piramyd says the Rs130 crore it raised through IPO will get used up by end of this fiscal and it needs to raise another Rs 100-125 crore by April 2007.


That money will be spent on adding many more retail outlets across the country over next two years.


Piramyd plans to separate its two retail operations - Megastore, which specialise in lifestyle and fashion and Trumart, the food, home products and personal care chain.
The two chains will now be run by separate CEOs.

Piramyd would like to take advantage of current retail rush but analysts caution against going back to markets so soon after an IPO.


Piramyd management believes restructuring will help it to get better premium out of shareholders when it revisits capital markets for raising funds.

News: HP's strategising for two

(BS 02/05/2006) New Delhi - Hewlett-Packard chalks out a common strategy for India and China.
A new strategy specifically for the high-growth markets of India and China — that is what computer-to-printer company Hewlett-Packard (HP) is working on.
To begin with, HP is all set to come up with products to suit the environment and climatic conditions in these countries, which present similar markets.
“Both India and China are witnessing good growth in GDPs as also personal incomes. And with growing population in both the countries the potential is immense,”says Adrian Koch, senior vice president, Hewlett-Packard Asia Pacific.
Besides, the company is aggressively looking at introducing high-end imaging and printing sets in Asia Pacific countries.
While HP scanners have potential use in strategic departments like immigration, police and crime detection, the printers are expected to overtake offset printing in a big way, with substantial cost savings.
The company is also introducing a new range in notebooks — both in the consumer and business segments — in line with Indian tastes and environment.
Again, in India, it is increasingly looking at spreading its wings to tier II and tier III cities, focusing first on its range of personal computers, followed by laptops.
For this, HP has been organising road shows and awareness campaigns. For instance, it had its Smart Office roadshow in Indore in March this year to promote its product and solution portfolio.
These roadshows also provide a platform for small and medium businesses in each city to be part of a broad range of informative presentations, demos and discussions.
Cities like Nasik, Coimbatore, Jaipur, Ludhiana, Guwahati, Mysore, Vizag and Surat are the other potential cities for such roadshows.
“We have done some rethinking for the Indian market and our current strategy is to focus on the tier II and tier III cities. Getting a good geographical spread is what HP needs now,”says Koch.
Besides consumer awareness, it will lay equal focus on retail network, service centres and providing a range of solutions in these cities.
Cracking the price-sensitive market in these cities would be a challenge for HP since its desktop products are in the higher price bracket.
Koch, however, feels that people’s purchasing powers have gone up and HP products will sell because of quality and longer life cycles. He is clear HP will not bring down prices.
“I would say HP personal computers are competitively priced. Besides, we are not in the game of promising customers a PC for Rs 10,000 or so,” he says.
Government and bank policies on computer loans and schemes with retailers will help HP get a better market presence.
Like rival brands IBM, HCL and Dell, HP is also focusing on institutional sales in metros and smaller cities. According to the company, HP’s advantage on this front is that it is a complete solution provider.
In portables, HP is introducing a new range of notebooks in both the consumer and business segments. And according to Koch, mobility is what will govern HP’s strategy as more customers want to go wireless.
According to IDC figures, shipment of notebooks in Asia Pacific (excluding Japan) are expected to grow over 20 per cent on a year-on-year basis between 2006-08.
IDC also suggests that HP is already number one having grown over 220 per cent in 2005 over 2004, followed by Acer, Dell and Toshiba at 206, 93 and 92 per cent respectively (figures for Lenovo not available). Koch, however, accepts there is a scope for price erosion in this segment across the industry.
According to IDC figures for the last quarter (Q4) of 2005 there was 25 per cent growth in the PC market over 2004 in China. And HP’s growth was close to 43 per cent. In portables, while the industry grew by 52 per cent during this period, HP witnessed a growth of over 90 per cent.
For India, while the PC market grew by 19 per cent in Q4, 2005 HP grew at 70 per cent, and in portables while the market grew by 169 per cent, HP grew by 221 per cent.
However, despite the potential of the market and rising purchasing powers in these countries, local as also international players are resorting to increased price undercutting and offering free add-ons.
The question is whether HP will be able to maintain its leadership position in this intensely competitive scenario.
(Adrian Koch met BS on the sidelines of HP’s Asia Pacific press conference in Seoul. The trip was sponsored by HP)

Monday, May 01, 2006

News: Mediterranean the new hotspot for Indian tourists

(IANS 01/05/2006) New Delhi - Traditional tourist destinations like Singapore, Thailand, England and France are attracting fewer Indian travellers, who are turning to new destinations like the Mediterranean this summer, tour operators say.

Leaving behind the sultry beaches of Southeast Asia, Indian travellers are now showing interest in the Mediterranean due to its climate and culinary delights it offers, say travel agents and tour operators catering to outbound traffic from India.

Countries like Greece, Spain and Turkey are attracting a large number of tourists this season. "The summer is just round the corner and we can see lots of enthusiasm among tourists for these destinations," said Riaz Munshi, a holiday planner.

He said one reason for the new trend was that certain countries were actively wooing Indian tourists. "While Spain recently organised a road show in India, the Mediterranean countries are introducing easier visa norms and unmatched hospitality," he said.

With the increase of interest in the new destinations, the cost of the packages has also gone up. "But that is not holding people back," said Munshi.

"Even though the cost of certain packages has increased by almost 35 per cent as compared to last year, bookings by Indian tourists have increased", he pointed out.

"A cruise package which used to cost $800 last year has been hiked to $1,200 in the wake of a heavy demand," he added.

The change of choice has put Southeast Asian countries in the alert mode.

"Along with low room rentals and a string of additional incentives, these countries have also tied up with their respective airlines to offer competitive flight fares, thereby bringing the cost of the packages tremendously low," said Sohail Kadri, a travel agent catering to western India.

South Korea, another new destination, is competing with the Mediterranean countries to attract tourists.

"With a wide range of climatic variations, South Korea is all set to attract Indian tourists this season," said chief of the (South) Korea Tourism Organisation (KTO) Kim Jong-Min, who is here to market his country as a hot tourist spot.

News: Tatas to use Uttaranchal as location for Rs 1 lakh car

(PTI 01/05/2006) Dehra Dun - The Tatas have zeroed in on Pantnagar in Uttaranchal as one of the locations for production of their ambitious Rs one lakh car, which is the dream project of group chairman Ratan Tata, a senior government official has said.

The company, which has lined up over Rs 2,000 crore investments for the facility in the 1,100-acre site, is looking at multiple locations for the production/assembling of the car, production of which at Rs one lakh has been doubted by rivals, including Suzuki chief Osamu Suzuki.

"The Tatas' plan to have Pantnagar as one of the locations for their Rs one lakh car," official sources said. They, however, declined to give further details.

When contacted, a spokesman for Tata Motors refused comment on the matter. "Tata Motors works on a number of projects. We have no comment to make on any plant or any location," the spokesman said from Mumbai.

Pantnagar is an industrial cluster where two-wheeler major Bajaj Auto and utility vehicle major Mahindra and Mahindra are also setting up their plants. The state offers a ten-year excise duty holiday and five-year income tax exemption to those who start production before March 2007.

Besides evoking admiration for taking up the production of a Rs one lakh car, which the company hopes will sell as many as one million units annually.

However, undeterred by scepticism from industry rivals, Tata group chairman Ratan Tata has exuded confidence that a launch would be the only answer from him. The group, which is working on various sourcing routes for production of the car, has said it was looking at a 'gearless' vehicle, powered by a rear engine.

Tata said the proposed Rs one lakh car would be a vehicle that will seat four to five people and have a rear engine and will not be a scooter, three-wheeler or an auto-rickshaw made into a car. "It will also not be a stripped down car. It will be an inexpensive car," he said, but added that it would obviously not have the finish or the high speed or the power of a larger car.

The company has gone to Delphi for the engine management system for the car while on the styling front, it has taken help from Italian design house, IDEA, which worked with Tata Motors on its hatchback 'Indica'.

The sources said that apart from the Rs one lakh car, the Tatas will also use the Pantnagar location for production of its blockbuster light commercial vehicle 'Ace', which has been a runaway success in the market. "The Tatas plan to employ 8,000 people directly in the project while another 24,000 will be employed by the ancillaries," the sources said.

News: MAN seeks to strengthen India base

(TT 01/05/2006) Pithampur (MP) - The 7.4-billion euro MAN Nutzfahrzeuge Group, which has joined hands with Force Motors Ltd for manufacturing heavy trucks, wants a deeper relationship with India.

Not only is the German conglomerate in the process of forming another venture with Abhay Firodia of Force Motors (FML) to make buses, it is also looking at a host of activities that could emanate from India.

Encouraged by the way in which India has made its mark in the auto components sector, MAN group is looking at sourcing components from India to feed its facilities overseas.

Under the deal with Force Motors, 50 per cent of the trucks produced by the joint venture will be exported to markets in Asia, Africa and West Asia.

The MAN group is also in the process of setting up an engineering design centre (computer automated design) for its marine engine business that will come up at Aurangabad in Maharashtra. There is a strong possibility that a design centre based on similar lines catering to the automobile sector will be launched at a later stage, Hakan Samuelsson, chairman of the executive board of MAN AG said today.

Samuelsson was speaking on the occasion of MAN and Force Motors signing their joint venture for producing heavy trucks at the latter’s Pithampur plant in Madhya Pradesh.

The new joint venture, MAN Force Trucks Pvt Ltd, in which Force Motors will hold 70 per cent and the MAN group 30 per cent, comes with an investment of 150 million euro. The heavy trucks to be built under the joint venture are intended initially for the Indian market. From 2007, it will cater to the whole of Asia and Africa. In India, the vehicles will be sold by the joint venture while this function will be done overseas by the MAN sales organisation.

Abhay Firodia, chairman of Force Motors, told The Telegraph that the plant is due to roll out the first truck shortly and added that the vehicles sold from the unit will be at a slight premium vis-à-vis its competitors.

However, Firodia insisted that despite this, the company would offer a better value proposition in view of the leading edge technology that has come with the product. Moreover, the trucks made from the venture have been modified to suit the domestic conditions.

The Pithampur plant of Force Motors has a capacity to produce close to 24,000 vehicles annually. The vehicles to be exported will range from long-haul trucks and semi trailer tractors apart from tippers and special purpose vehicles.

At present, the joint venture imports a large part of its components. But by the end of this year, the local content in production and supplies from India will go up to over 90 per cent.

According to Force Motors, the high local content in production and procurement will make it possible to save up to 30 per cent of the material costs.

News: Indian hotel price punch on travellers

(TT 01/05/2006) New Delhi - The hotel industry has raised tariffs in the range of 15-50 per cent, raising concerns about the country being an expensive destination for tourists.

ITC Maurya Sheraton (Delhi) has hiked its average room rent to above Rs 10,000, from about Rs 6,500 last year. Occupancy rate at the hotel remained steady at 80 per cent despite the hike.

Rack rates for New Delhi’s The Park have moved up to Rs 7,000 against Rs 5,200 last year, even as occupancy increased to 85 per cent from 72 per cent. But the The Park’s best performing property is in Bangalore, where the average room rent (ARR) is Rs 9,900, up by nearly 20 per cent from Rs 8,500.

Trident Hilton in Gurgaon, an Oberoi brand, is also selling rooms for Rs 12,200-a-night against Rs 9,200 last year. However, this is down from Rs 14,000 last month. Occupancy has risen by a meagre two per cent from 88 per cent last year.

Hoteliers said the rise was due to a demand-supply mismatch. Some hotels raised tariffs to cover renovation costs.

Five-star hotels have increased their ARR for the first quarter of the current fiscal by 15-50 per cent.

Deepak Haksa, general manager of ITC Maurya Sheraton, said, “Its a question of demand and supply. There is a certain trend in which the market operates. Room rates have moved northwards across the world.”

Anup Taneja, director (sales) of The Park, said, “There is certainly a rise in demand. While the main reason for the hike is the renovation which the hotel undertook recently, we are also seeing increased demand due to extensive corporate travel.”

Taneja said 55 per cent of the occupants are business travellers, and 45 per cent leisure travellers. However, travel agents and tour operators disagreed. They blamed the hoteliers of artificially creating a skewed demand-supply mismatch to jack up rates.

Subhash Goyal, president, Indian Association of Tour Operators, said, “The average room rates are certainly inflated. In addition, the occupancy rates are also exaggerated in most cases.”

He insisted this might result in taking the sheen away from India as a leisure destination. “We are observing a pattern in which tourists are increasingly looking at Bangkok, Kuala Lumpur and Singapore to spend holidays”.

“For the first time, hospitality industry has become very bullish due to the growth in economy. But certainly, India is an expensive country for leisure travel,” said a Trident official.

News: Smaller Indian companies deliver better sizzle

(DNA 01/05/2006) Mumbai - India Inc seems set to finish off 2005-06 in a blaze of glory. Though the results season is only halfway through, early trends show that fourth quarter financial results are far better than that for the whole year. This means the January-March quarter has been exceptional in many cases.

Overall, mid- and small-sized companies have done better compared to their big peers. Some 44 big companies with sales of more than Rs 1,000 crore in 2005-06 reported an 18.3% increase in net profit to Rs 29,888 crore. Compared to that, 137 mid-size companies, with net sales between Rs 100 crore and Rs 1,000 crore, notched up a 62.2% surge in profits to Rs 4,221 crore. And 169 small companies with a turnover below Rs 100 crore posted an over 200% rise in net profit to Rs 442 crore.

According to a study by DNA Money, the fourth-quarter (Q4) net sales of 450 non-financial companies rose 26.5%, much faster than annual sales of 19.3 % for a smaller sample of 350 companies. As for net profits, the difference is even starker. Q4 profits rose by a zippy 40.8% compared to 23.4% for the full year.

Though the two sets of figures are not strictly comparable in view of varying sample sizes, the trends are broadly indicative of a clear improvement in performance in the last quarter of the last financial year.

The full-year’s results show that more than a fifth of the companies (76 firms) doubled net profits. Another 13% (45 companies) logged gains of over 50% while 27 companies turned around from red to black.

These numbers are impressive considering that the full-year sample includes only companies that closed their accounts on March 31, 2006. Several top cement firms (including ACC, and Gujarat Ambuja) that did very well in the March quarter, are not included in the full-year study. Banks and financial companies are also excluded.

Software, pharmaceuticals, cement, construction, textiles, fast-moving consumer goods and trading firms put up a good show during the year. In all, some 38 software companies, which accounted for 13% of the aggregate net sales and 27% of the aggregate net profits, have done well on both parameters. The aggregate revenues of software firms surged 33.7% to Rs 46,566 crore while their net profits grew 36% to Rs 9,415 crore.

The big-four software firms - TCS, Infosys, Wipro and Satyam - have clocked an over 30% rise in income. TCS’ revenue grew 35.9% to Rs 13,252 crore, while Wipro’s rose 30% to Rs 10,603 crore, Infosys’ 33.5% to Rs 9,521 crore and Satyam’s 36.1% to Rs 4,793 crore. On the bottomline front, Satyam led the pack with 60.4% growth to Rs 1,142 crore. It was followed by TCS (35.7% to Rs 2,967 crore), Infosys (33.1% to Rs 2,458 crore) and Wipro (26.9% to Rs 2,067 crore).

In pharma, 21 companies clocked 25.3% sales growth to Rs 6,369 crore and a 58.8% rise in net profit to Rs 856 crore. Elder Pharmaceuticals (net up 85%), Cipla (46.5%), Zandu (43%) and Alembic (37%) were the among the big contributors to the growth story.

Among cement companies, Ultratech Cement turned around from a net loss of Rs 53.39 crore in fiscal 2004-05 to a net profit of Rs 211.40 crore in 2005-06. Dalmia Cement’s profit grew from Rs 30.87 crore to Rs 84.85 crore.

In the quarterly show, cement and software companies were the big contributors. Six cement companies - ACC, Gujarat Ambuja Cement, Ultratech Cement, Dalmia Cement, Ambuja Cement Eastern and Prism Cement - together notched a 97.3% gain in bottomline to Rs 725 crore against a 21.2% rise in net sales to Rs 3,780 crore.

News: India’s spending-led growth looks superior to China’s

(DNA 01/05/2006) Mumbai - Here’s more proof that the Indian growth story is powered by Indians spending more, while China’s is export led. The World Bank’s World Development Indicators (WDI) 2006 show that household final consumption expenditure (HFCE, a measure of spending by individuals) in India increased from 66% of gross domestic product (GDP) in 1990 to 68% in 2004. In China, this indicator declined - from 50% of GDP to 49%. The annual average growth rate of HFCE also grew in India’s case - from 4.9% to 6.2% between 1990-2000 and 2000-04, while it declined in China, from 9% to 7%.

India’s growth is being seen as more sustainable because it is driven by domestic consumption. However, China has woken up to the vulnerability of its development model and has started adjusting the skew. When that starts to take effect remains to be seen.

What could also work in India’s favour is the fact that spending patterns are more evenly distributed across income categories, going by the percentage share of different sections of the population in income or consumption show

The lowest 10% in China account for only 1.8% of income/consumption while the highest 10% accounts for 33.1%. The differences are less sharp in India. The poorest 10% are better off than China’s - they account for 3.9% of income/consumption while the richest 10% accounts for 28.5%.

Clearly, China’s is the more unequal society. China’s Gini Index (a measure of the degree of inequality in an economy), as of 2001, was a high 44.7, while India’s, in 1999-2000, was 32.5. A Gini index of 0 is a situation of perfect equality, while an index of 100 implies perfect inequality.

“Inequality has been increasing in China, especially since the last 20 years,” acknowledges Basant Pradhan, senior economist at the National Council of Applied Economic Research (NCAER). But he also expresses his discomfort with the fact that the figures relate to either income or consumption, since like-to-like comparisons become a problem.

The urban-rural disparities, Pradhan notes, are particularly stark. Indeed, WDI data shows that while 69% of the urban population had access to improved sanitation facilities in 2002, this privilege was available to only 29% of the rural population.

India, however, is worse off in this respect. Only 58% of its urban population and 18% of rural population had better sanitation facilities.

What’s creditable about China’s record in this area is the fact that it is urbanising much faster than India. The percentage of urban to rural population jumped from 27% to 40% between 1990 and 2004, an annual average rise of 3.6%. The increase in India’s case was almost negligible - from 26% to 29%, with an average annual growth rate of 2.5%.

Clearly, India still has a lot to learn from China.

News: Reliance Comm says Q4 profit up 42 pct

(RTR 01/05/2006) New Delhi - India's top CDMA-based mobile services firm, Reliance Communications Ventures Ltd., reported on Monday quarterly profit rose 42 percent as users surged in the world's fastest growing wireless services market.

Reliance Communications, ranked second in terms of mobile users, said its net profit jumped to 4.4 billion rupees for the fiscal fourth quarter from 3.1 billion in the third quarter.

Reliance Communications, which also has a small GSM business, did not announce its financial performance for the fourth quarter last year since it was an unlisted entity then. The company was listed in March this year.

Reliance Communications, which competes mainly with carriers such as Bharti Airtel Ltd. and state-run Bharat Sanchar Nigam Ltd., said its CDMA and GSM mobile user base surged 62 percent to 17.3 million customers at the end of March.

Total customers -- including fixed-line users -- grew 74 percent to 20.44 million.

Mobile ownership is soaring in Asia's third largest economy as local call rates of as low as 2-3 U.S. cents a minute lure customers.

Indian carriers added more than 5 million new wireless customers in March, but still wireless usage remains limited to below 10 percent of the total population as networks are largely city-centric.

Reliance Communications closed 6.4 percent higher at 320 rupees in a firm Mumbai market on Saturday. At this price, the stock is up 10 percent since its listing on March 6 compared with the 12.2 percent rise on the main index. Stock markets are closed in India on Monday due to local holiday.

News: Indian retail chains seek better margins

(TNN 01/05/2006) Mumbai - We may still be far away from having our own Best Buys, Circuit Citys and Dixons, but big consumer durables and appliances retailers in India are beginning to demand their pound of flesh, and manufacturers are finally listening.

Regional retail chains like Vivek’s and Vijay Sales, and more recent entrants like Pantaloon’s Electronic Bazaar, are said to be negotiating with leading companies for better margins and exclusive arrangements.

Vivek Sharma, VP sales and marketing, Onida, says the company is exploring partnerships with major retail chains along the lines of the category management being done by FMCG companies for the modern trade.

With the prospect of a national chain becoming real, and the offtake volumes that these chains can provide, manufacturers are more willing to offer exclusive deals to these chains.

For instance, Pantaloon’s Electronic Bazaars in 25 locations, and its new stores of 10,000-20,000 sq ft each called e-zones, which are being rolled out across the country, could give it considerable bargaining power with manufacturers. Confirms Kishore Biyani, MD, Pantaloon Retail, “We have started the process.”

Manoj Kumar, head of Pantaloon’s consumer durables and electronics business, elaborates that talks are on with leading manufacturers who are putting in place dedicated resource persons for modern trade.

“Over the past five to six months we are seeing companies changing in this regard. This shift is also evident in the involvement of the country heads of some of these companies with retail chains — for instance,” Mr Kumar says.

CEOs like KR Kim of LG and Ravinder Zutshi of Samsung are personally involved in driving this initiative on a regular basis.

Single-digit penetration levels in categories like washing machines and airconditioners are a big reason manufacturers are welcoming such partnerships.

Says Sandeep Tiwari, head of marketing at LG Electronics, “Penetration of airconditioners is below 1% and that of washing machines is less than 5% (in the consumer market). This is going to facilitate category penetration.”

Tying up for exclusive models or variants of existing models is one route that’s already being adopted, with commitment for a minimum volume of offtake.

Variants can even help reduce channel conflict, says Kamal Nandi, VP sales and marketing, Godrej Appliances, as benefits offered to the large chains can be justified to the regular trade.

Last year Godrej Appliances launched a variant of its fully-automatic washing machine for the Mumbai market exclusively through Vijay Sales, at a special price.

The deal has obviously worked well for both parties and Nilesh Gupta, MD, Vijay Sales, says that in less than a year the chain has sold over 10,000 units and has been offered a new variant this year.

He adds that Electrolux also has an exclusive arrangement for retailing three models of microwave ovens through his chain.

Down south, the Chennai-based Vivek’s is also negotiating with major brands for customised models in colour televisions, microwave ovens, washing machines and refrigerators, according to managing director BAK Setty.

“It’s very much under active consideration, and should happen within the next 3-4 months,” he says. The other critical and ongoing area of contention between retailers and manufacturers is margins.

“Profit margins retailers enjoy here are the worst,” says Mr Gupta. “In the West, margins are between 25-30%, while Indian retailers get only between 15-18% margins.”

These are likely to increase once retailers achieve a considerable national presence. Pantaloon’s Mr Kumar says he would look at a margin differential of at least 2-5% over the current levels, once his entire network of stores is up.

Manufacturers are also recognising that large retail chains can play an important role in building brands and driving sales, especially for the higher end models and for emerging categories like flat screen TVs, home theatre systems and IT products, where the brand experience is better communicated.

Column: India's credit rating

(BS 01/05/2006) Mumbai - It’s not fair to determine the rating only on the fiscal deficit, overlooking all other changes in the economy.
After reading that Standard & Poor’s has retained India’s rating below investment grade, I was reminded of an old joke. There was this violinist who would play only one note on his instrument. One day, while dropping a few coins in the hat kept open for the purpose, a donor asked him as to why, unlike other violinists, he plays only one note. His answer was that the others are still searching for the correct place, while he has found it and, therefore, sees no need to change the location of his finger on the string.
Like that single note-playing violinist, Standard & Poor’s seems to have found the one correct spot on which to judge India’s economy and base its rating — it is the fiscal deficit (the press release discusses no other point). Strangely, we were investment grade on the eve of the 1991 balance of payments crisis, downgraded to below investment grade (BB+) in May, 1991, and remain there now for foreign currency rating! (Such admirable consistency!) It boggles the mind.
It would seem that all the other changes in the economy are of no relevance whatsoever to the country’s credit rating. The fact that the present value of the external debt is just about half of the external reserves, that the country registered current account surpluses for a few years recently, that it has an enviably rapid and consistent GDP growth record, that institutional investors are giving a resounding vote of confidence in the economy, that inflation remains reasonably low despite record high commodity prices, that … but why bother about minor details when you have found the right spot on your violin’s string as Standard & Poor’s seems to have? It is so much more comfortable to harp on that one point, and keep the Indians in their (below investment grade) place — they should be happy with the “positive” outlook!
In a way, one feels sad at having to make such bitter comments — if only because I was myself connected with the rating industry for 15 years as a director of Crisil. (Incidentally, Standard & Poor’s has taken majority control of Crisil — obviously the below investment grade rating does not stand in the way of its own investment decisions!). I also recall a conference in Kathmandu in the late 1990s when Shankar Acharya had expressed surprise at the continued below-investment grade rating of India, despite the sharp improvement in the external situation. The position today is much, much stronger, and yet....
But talking of the external sector of the economy, the third quarter balance of payments data released last month by RBI, have intrigued me. For several quarters, the current account had been deteriorating rapidly and the deficit in H1 2005-06 was itself double the deficit in the whole of 2004-05. At the end of the third quarter, however, one finds that the deficit is more or less unchanged from H1. I have pondered over the data released to understand how exactly the deteriorating trend has been arrested. I remain intrigued.
Economic nationalism: Even as many countries in the world become more xenophobic, and anti-foreigner, two recent developments are worth pondering over. The first is from Zimbabwe — a few years ago, the government expropriated huge agricultural lands owned by white farmers for distribution to the majority black community. In a short time, Zimbabwe, from being the bread-basket of southern Africa, became its largest food importer. In a humiliating comedown, the government now intends to give the land back to the white farmers. An earlier parallel to this also comes from east Africa. Idi Amin threw out the Indian immigrants in Uganda and expropriated all their assets without any compensation. (Many of the expelled Indians, holding British passports, came to the UK in the early 1970s, and have become even more prosperous.) The Indians were controlling much of the country’s trade — external, wholesale and retail. After they were expelled, the economy suffered a sharp set-back and, a couple of decades later, Idi Ami n’s successors invited them back to Uganda restoring their properties and assets.
It is not as if only the poor, undeveloped societies need foreigners. The rich countries, whether in Europe or the US, have always depended on immigrant labour to do jobs which the locals did not want to — not at least at wages the immigrants were willing to accept. Not all these immigrants were legal, but the economy’s dependence on their labour is at the heart of the current debate in the US about legalising all illegal immigrants from central and south America, particularly Mexico. This is, of course, not to justify encouragement of illegal immigrants as vote banks — Buddhadeb Bhattacharjee’s measures to curb illegal immigration from Bangladesh have been both virtuous and popular!
But generally, rich or poor, neither seems to afford economic nationalism or anti-foreigner hysteria, in FDI or otherwise.

By A V Rajwade

News: Pantaloon-promoted Future Capital to set up real estate fund

(TNN 01/05/2006) Mumbai - Close on the heels of the quick deployment of the Kshitij real estate fund (KVC) Fund 1, the Pantaloon group-promoted Future Capital Holdings is planning to set up Kshitij 2, another real estate fund, to focus on several upcoming projects in Tier-III cities. The first Kshitij fund, which closed in the middle of last year, focuses primarily on projects in the metro cities.

The group is contemplating a corpus of around Rs 300-500 crore for Kshitij 2, it is learnt. Yet another fund, Horizons, which has a lot of foreign investors, closed recently at $ 263m, sources said. Horizons, which has a lot of foreign investors, focuses on areas of more than 50,000 sq ft. Kshitij 1 closed last year at around $350m.


Confirming these plans, Shishir Baijal CEO & MD of Kshitij and Horizon funds, said the group is planning a fund to tap the growing real estate in the smaller cities. “Kshitij 1 is already fully committed and we are just planning another one to focus on smaller projects.”


Kshitij 1 is understood to have invested in projects around Tier-II cities like Ahmedabad, Baroda University, Cochin, Jaipur and Trivandrum. Horizon International Fund is aimed at foreign direct investors coming to India under the new 100% FDI norms.


The Horizon Fund has already identified four potential investments in Mumbai, Chennai, Bangalore and Kolkata, with an approximate total retail GFA (gross floor area) of 4.1m sq ft and an estimated total project cost of $330m. These properties are to be completed by ’08-09.

Interview: TV Mohandas Pai - CFO Infosys Technologies

‘We are faced with a severe human capacity restraint in India’

(FE 01/05/2006) Mumbai - As the chief financial officer of Infosys Technologies during the past 12 years, TV Mohandas Pai has played a vital role in driving many first-of-its-kind initiatives. On April 30, Mr Pai stepped down as CFO of the IT major to head the human resource, education and research and administration functions at Infosys, that employs over 50,000 professionals. Speaking to Reema Jose and Somasroy Chakraborty, Mr Pai discusses Infosys’ vision on attracting and retaining the best talent pool and his concerns on India’s education system. Excerpts:


In your new role, what are your immediate and long- term responsibilities?

To act as mentor to the HR and education research team, to lay down strategy, align it with the corporate goal and to work on a set of policies to execute these. Our HR team has redefined the HR landscape here in the past 10 years.

So many of the things you hear now in the Indian industry, like creating an open, collegial, transparent culture, putting people first, was started by Infosys. ESOPs as a means of retention and attraction and empowerment of the educated middle- class are all now words that are part of the common language. These were introduced by us.

We will recruit 25,000 people this year. For this, we have to look at 1.5 million resumes, recruit the people, train and do the appraisals in time.

What would your focus be as the HR head?

Today, there is greater demand for bright young minds than it was five years ago, because we have competition from financial services, from manufacturing, from retail and even construction companies. And from the rest of the world, which is also coming here. We must retain our edge.

The challenge is that when the scaling up is done, to ensure bonding between the employees and the corporation, expand to create a robust organisational design of the future, what the organisation is going to look like in the next five years.

What concerns you about the crowded market?

The key challenge is to make sure we remain as attractive as possible for bright young minds. Second, to work with policymakers to expand the pool of people available for the industry, for the whole of the Indian industry. And I am very deeply worried. India graduates about 3,70,000 engineers a year, out of which 2,00,000 are reasonably good. The IT industry this year would hire 1,40,000 out of that.. So what is left for the rest of Indian industry? And if we are hiring 1,70,000 people next year, what is left?

So, we have a severe capacity restraint . If India has to grow at 8% a year for the next 10 years, or grow 10% as the PM is telling us to, then this is the biggest challenge. Our airports and roads are getting built, there’s a lot of action on infrastructure. But in human resources, we are just not there. Part of my job will be to interact with policymakers to tell them there is a call for action.

Infosys has a global work force. How will you take this practice forward?

We want to make sure that in the number of people we hire, the share of our global workforce will expand, so in the customer-facing group we have 60% employees who are local nationals. We have centres in China with 500 people, in Australia we’ve got 350 , in Mauritius about 100. We want to make sure all these numbers rise. We are looking at countries in South America, Eastern Europe. We have Japanese nationals, Americans and Europeans working for us in India.

One of the dreams we have is to create conditions where expat employees would want to come and work from Bangalore, Pune, Chennai. We are already doing it, but want to expand. It (recruiting foreigners) is important, it enables you to have a diverse workforce. We have to make sure they reflect our marketplace. Our markets are in the west. If we have our expat employees working here, they will understand the way we work, how things are managed and our culture. Our people, too, will understand how to work in a different culture in India itself.

What is the Infosys management doing in this area?

NR Narayana Murthy (Infosys chief mentor and founder) is meeting the PM on higher education. We have to lead from the front to preserve the academic autonomy of higher education institutions. Nandan Nilekani is a member of the Knowledge Commission and is working with the Planning Commission on initiatives for higher education. We are working with AICTE and will work with the UGC and engage at the policy-making level. We cannot be an oasis of prosperity in a sea of misery. We have to make sure every young Indian has access to higher quality education.

Mr Murthy has been pushing for the IIMs to expand. It’s so sad that 3,00,000 young minds sit for 5,000 seats and 2,95,000 get disappointed. Why should we, as a society, penalise our young because we can’t get our act together?

What is the ratio of freshers to laterals in the company?

Two to one. There are not enough laterals to hire. This year, we will hire about 5,000 of them. The pool of laterals with more than five years of experience may be one lakh people in the entire country.

Does this not call for more investment in training?

The IT-ITeS sector will have to spend $2.6 billion in the next three years in educating and training the workforce. This enormous cost is because of the inability of the education system to come up to our requirements. The gap is in domain expertise and in the education we give. People can’t communicate, can’t articulate. We are working with colleges to make sure they understand what we want, because we have to expand our labour pool.

News: "India needs to open up retail, media sectors"

(TH 01/04/2006) New Delhi : India will have to open up retail and media sectors before it can match China in terms of foreign direct investment inflows, according to the Editor of Time International, Michael Elliott.

Acknowledging India's "spectacular success" on the economic front in the recent years, he said it was nowhere near as welcoming as China for foreign investors. Citing the case of retail and media sectors, he said there are many potential investors but rules and regulations still make it difficultfor them to come to this country.

Mr. Elliott told The Hindu that at the same time the disparity in economic growth between the two countries was merely "the time factor," referring to the fact that China began its reforms 24 years earlier than India.

He said the issue of governance — of India having a slower democratic system was no longer viewed as a major factor.It could be argued that India's slightly slower pace of decision-making led to policies, which were ultimately more widely accepted.

Sceptical attitude

Mr. Elliott, who is notionally Hong Kong-based, but keeps shuttling between that city and London, said a key factor for the huge FDI flows going to China was the obvious and systematic effort made to attract foreign investment. India always had a sceptical attitude towards foreign investment. He felt India should "be more welcoming" in terms of rules and regulations.

If India wanted to follow China it needs to make changes in strategy.

Mr. Elliott also pointed out that there are several areas where India had moved ahead of China.

These included the fact that many Indian companies were well on the way to becoming branded global companies. There are only a few Chinese companies which have global positioning unlike corporates in India.

News: 'Build-a-Bear' chain to open shop in India

(ZN 01/05/2006) Silicon Valley - Build-a-Bear Workshop Inc, a franchise chain that specializes in customized stuffed animals, will open its first store in India this year through its new international franchisee the Murjani Group.

The first store, where customers can create their own customized stuffed animals, in India will be located either in Mumbai or New Delhi.

"We are looking forward to the exciting growth Murjani Group can help us achieve. Mohan Murjani's 35-plus years of proven brand management and retailing experience is a wonderful asset for Build-a-Bear Workshop," chairman and chief executive of Build-a-Bear Maxine Clark said.

Murjani Group chairman Mohan Murjani said the company was "pleased to bring this wonderful, loving concept and look forward to sharing lots of teddy bear hugs with the young and old, throughout India."

The Murjani Group, with its headquarters in New York, is focused on apparel industry and brand name development. The groups's brands account for retail sales over USD five billion.

It launched Gloria Vanderbilt followed by Tommy Hilfiger in 1984 and became the first Indian company to develop and market designer brands in the international market place.

Murjani said that his group initiated the deal with St Louis-based retailer after visiting a store and liking the concept. He believes that concept will work in India.

"It's affordable, bears are international and it makes people, both young and old, feel good," he said in an e-mail.

He said an aggressive expansion strategy is in place for Build-a-Bear in India with plans to open 50 to 100 stores over the next few years.

News: Coffee Day on Indian expansion

(NT 01/05/2006) Chennai - Coffee Day 'Fresh 'n Ground' (CDFnG), a retail chain, has plans to increase its presence in South, particularly in Tamilnadu, by opening 100 new outlets at an investment of Rs 2.5 lakh per outlet in the current year.

Announcing this at a press conference recently, C J Jayanth, business head, Coffee Day, said of the minimum of 100 stores planned for expansion, the major thrust would be in Tamilnadu where at least 60 new stores would be added. Of the rest of the stores, 25 would be in Karnataka, 10 in Andhra Pradesh and 5 in Kerala, he said.

The company has taken up these initiatives with an aim to double its market share, which presently accounted for 10 per cent, he said.

Moreover, around 80 per cent of the product of CDFnG, since its inception in 1996, has come from South India alone, with Tamilnadu accounting for 28 per cent, followed by Karnataka at 20 per cent, Andhra Pradesh 18 per cent and Kerala 14 per cent, he informed.

Considering the growing market for its packaged filter coffee, Coffee Day - Perfect, the company had proposed to make it available in over 50,000 outlets across South India in the next 12 months, he said.

Fresh'n Ground has 370 stores in the country, out of which 70 are owned by the company, in which 22 blends of freshly grounded coffee powder are available. The company has over 5,500 acres of coffee estates in Chikmagalur and the manufacturing facility is situated at Hassan in Karnataka.