Sunday, December 02, 2007

Gisele Bundchen should stick with me

I am concerned for the stunning super model Gisele Bundchen - not that she’s losing any of her luscious curves. She’s sexy as ever. But just how wise has she been in switching to Euro?
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Even Central Banks, having spurned the chance to diversify out of dollars when a euro could be bought for 86 cents, are unlikely to want to switch now when the price is close to $1.50. Against conventional benchmarks like purchasing-power parity, the euro looks dear against the dollar. So it could be a bad time to swap from one horse to another.

The Economist concludes a full blown dollar collapse could be disastrous. What lends the dollar's decline an air of crisis is that the world's bloated currency reserves are crammed with depreciating dollar assets. Foreign-exchange stockpiles have almost tripled to $5.7 trillion since the beginning of the decade. China alone has $1.4 trillion of reserves. Japan's $1 trillion or so make it the second-largest holder. To the extent that dollar-holders act like an informal cartel, the biggest dollar-holders will set an example. Japan seems unlikely to start selling its huge dollar reserves—if anything it might intervene to prevent the dollar falling further against the yen. A crash might be averted if China holds fast too, because it recognizes how self-defeating dumping dollars would be to such a large owner of American assets.

In this period of swelling reserves, the dollar has retained its pre-eminence. It still accounts for nearly 65% of identifiable currency-stockpiles, according to the latest IMF data. This is broadly in line with its historical share. Factor in the dollars hoarded by China and Middle Eastern oil exporters (not included in the IMF breakdown) and the dollar's share may be higher still.

The dollar's place as a reserve currency always seems to be questioned when it falls. Weakness in 1977-79, 1985-88 and 1993-95 was each time met with predictions that governments were about to switch their reserves into another currency. A burst of high inflation, which undermined the dollar in the late 1970s, made that slide as serious as today's scare is. Between 1978 and 1980 the Treasury sold $6.4 billion of “Carter bonds”, mostly denominated in Deutschmarks, to raise funds to defend the dollar. In January 1980 the gold price reached a record $835 (around $2,250 in today's prices) as investors sought an alternative store of value. And when the dollar fell to ¥81 in 1995, many—including the Economist —saw it as the beginning of the end of its reserve-currency status.

So I lay my bets on the greenback still. Someone please ask Gisele to stick with me -)
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Thursday, November 29, 2007

Corporate Governance...? Mr.Damodaran, you must be kidding...

Remember Swaraj Paul…? The raider that stalked companies like Escorts and DCM in 1983…? It has indeed been the first such event that shook up the staid Indian promoters from their slumber, made them review their marginal holdings and think up defenses including issue of warrants.

Now Lord Paul’s then broker, Harish Bhasin is back in the game. He has taken the CLB route, alleging that the promoters of DCM Shriram Industries Ltd. are issuing warrants to themselves at (Rs.52) steep discounts without offering them to other shareholders. Each warrant entitles the holder to buy 3 equity shares. The advantage for the promoters is that they can just remit 10% of the price of the warrants and pay the rest over 18 months. If they find the share prices have zoomed, they will happily subscribe to the warrants at the earlier discounted price. ( Scope for raising debt to pay the remaining 90% by pledging the warrants that are in-the-money is easy, especially in these ultra liquidity times.) If they don’t, they just let the offer lapse. Is this corporate governance, Mr.SEBI chief…?

Mr.Bhasin, eyeing the huge land bank the company has at various locations, have challenged this and has come up with an Open offer to other shareholders (at Rs.70/-). This had prompted DCM promoters to react by raising the warrant prices (to Rs.90/-) by 75% at once (and extending subscription period by another 18 months, of course), meaning their still exists tremendous upside to the stock’s intrinsic value. Here's HB's latest counter offer (at Rs.120/-). The game is heating up... Given the fact that sugar industry is facing a mix of bad fortunes (supply glut, state administered prices, cane costs are higher than market price of sugar etc.), the stock prices have slipped a lot and what best time to shore up and consolidate? They know, bad times don’t last forever and for sugar, it's lasted long enough…

Dear Mr.Damodaran, if you are serious about enforcing corporate governance, let SEBI focus on the warrants game. That’s where there’s no transparency. The promoters issue warrants after passing a resolution u/s 81(1A) of the Companies Act, 1956 (notice that year…good lord !) which is a farce. Hardly 1% of the shareholders (in numbers) attend AGM and even postal ballots, nobody bothers to mail in. That’s clearly not working. I have a suggestion. Make it compulsory for warrant holders to pay up 50% of the issue price of warrants upfront and shrink the overlay period from 18 months to just 3 months. This would let in only serious players to take this route and will not permit share price arbitrage game.

Dear shareholders, I’ve been telling you guys to buy sugar stocks, now. Sugar business is cyclical and it’s on the cheap now. Most of the sugar mills carry large swathes of land that could be sold / developed in the current real estate boom. From hereon, I can see only upside for sugar industry since all things that can get worse, already has.
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Warren Buffet said, when others are fearful, you be greedy. In sugar stocks, you've a good reason to be greedy. Buy it. Buy it all… It’s not lost on you, just yet… Why let only promoters or a takeover raiders to make a killing? It'll be too late once the raid is launched. Be there, before the event....Will ya...? (Full disclosure : I and my family hold KCP Sugar Industries shares).
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[Update : Reader Dnyanesh has sent this link to an excellent article by Anil Singhvi on corporate governance. Thanks Dnyanesh.... Hat Tip !]
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Wednesday, November 28, 2007

CCI - another legless joke?

Ok. So the Competition Act is here.

The Act says any company with assets of Rs 10 billion ($253 M) or more and a turnover of Rs 30 billion ($759 M) or more has to seek CCI approval for any “combination” (merger, acquisition or amalgamation) within 30 days of signing the deal.

Any company of a smaller size that belongs to a group with assets of Rs 40 billion ($1 billion) or a turnover of Rs 120 billion ( $3 billion) will have to go through the same process if it decides on an M&A.

Given that there are about 341 companies exceeding that asset limit and 106 companies meeting the sales cut-off, imagine the kind of paperwork that it implies ! What will CCI make of it all? Going through the pile of papers in itself will take months, then it has to digest and debate it internally before giving its verdict. What kind of database it has to make an informed judgment on whether a particular transaction will result in market dominance or will smother competition? Rely on the data provided by the applicant? Has it got another choice?

To me, it sounds like a charade. If you are serious about promoting competition and destroying anti-competitive moves by the big players that seek to consolidate, first establish a reliable network of market intelligence and set up a database. I don’t mean people coming on deputation from Ministry of Law, Justice and Company Affairs or Ministry of Commerce or retired judges sticking their legs into the grave. They will infect it with the bribe culture – the only thing they did all their lives. Those are couch potatoes. Hire CEO material, real caliber, people with stuff. Pay them well. Sniff out monopolies even if they exist by any other name or in splinter, disparate groups. When you find one, bring them to book, break it up. That’s how you control monopolies.
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Tuesday, November 27, 2007

Marking up on earnings guidance

In the US, increasingly companies are doing away with earnings guidance. The volatile times for business, a crashing dollar, market uncertainties, growing competition makes it increasingly difficult for CEOs to come up with reliable earnings forecasts.

The difficulty of predicting earnings accurately, for example, can lead to the often painful result of missing quarterly forecasts. That, in turn, can be a powerful incentive for management to focus excessive attention on the short term; to sacrifice longer-term, value-creating investments in favor of short-term results; and, in some cases, to manage earnings inappropriately from quarter to quarter to create the illusion of stability.

Instead of providing frequent earnings guidance, companies can help the market to understand their business, the underlying value drivers, the expected business climate, and their strategy—in short, to understand their long-term health as well as their short-term performance. Analysts and investors would then be better equipped to forecast the financial performance of these companies and to reach conclusions about their value.

Do you think the benefits of earnings guidance justify devoting precious management attention…?
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Would you buy the GDP?

GDP is commonly used as an indicator of the economic health of a country, as well as to gauge a country's standard of living. Critics of using GDP as an economic measure say the statistic does not take into account the underground economy - transactions that are not reported to the government. Others say that GDP is not intended to gauge material well-being, but serves as a measure of a nation's productivity, which is unrelated.

Those arguments always make me feel this is one indicator that can’t be trusted at all. My work life has taken me to some of our Government market intelligence gathering departments and I would put their data collection methods, at best, as archaic. There’s no way that one can vouch the veracity of the data they had collected through dubious means (sending a query card to a few upcountry wholesalers and accepting whatever they fill in) and generating reports on the basis of such data. When these reports form the basis of computing GDP numbers, you know how reliable that could be.

We all know bulk of India’s property transactions go under-reported if not unreported forcing even the Government to acknowledge it. Is the world so short of talented mathematicians, statisticians and economists that they can’t suggest an alternative? I fret because central banks set/reset interest rates on the back of these numbers and put out inflation rates that form the basis for reining in or letting loose money supply, DCF analysis in major M&A deals etc.

Anyone has a better idea…?
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Monday, November 26, 2007

On my other blogs

All go-rhythmic

Detroit would love this
That sinking feeling
Look who is shorting the dollar

Tech trends and business ideas

Now how do you counter that?
Looks like UN meeting
A phone is a phone is a phone
Shedding P in API

Angel 4 Angels

Get a load of “The New Normal”
Are you sure?
Early Stage Boards
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Saturday, November 24, 2007

But they are exporting it all…

Kerala based PSU Hindustan Latex (HLL) today became the world's largest condom manufacturer with the commissioning of a new plant that boasts of an annual production capacity of 1 billion condoms.

The company, which posted a turnover of Rs 2.44 billion and a net profit of Rs 195 million during the past year, exports condoms to over 70 countries around the world. Exports revenue stood at over Rs 270 million during 2006-07. The company aims to boost its turnover become a Rs 10 billion company by year 2010.

Look, they are exporting it all while our guys don't get enough to wrap around while they're goin' in... Now you know why we are 1.1 billion and counting !!!
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Tuesday, November 20, 2007

It's like yesterday once more...

Remember that sweet song by carpenters "it's yesterday once more"?....
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Most of my leads come from my friends in Investment Banking circles. I guess it’s got to do with their internal policies that do not allow cold calling. Freelancers like me are always game if there’s a deal at the other end, we’ll only be too happy to go the extra mile and kick some butt. The deal eventually will flow to those who gave me the lead and I get paid for the lead conversion into a paying client. Cool.

A couple of weeks back I got a whiff of Subhash Chandra’s ICL developing cracks and is hurriedly looking for Private Equity infusion. I couldn’t believe what I heard. ICL is a nascent concept, has a good format that when priced optimally will give BCCI a run for the money. Where did they screw up?

Today I find, ICL has been facing trouble raising team, ground and on-air sponsorships with several companies – Bisleri and Axis Bank among them – pulling out. As a result, ICL hasn't yet been able to sign any sponsorship deals yet. But for God’s sake, why can’t ICL host its matches from say, Australia or England and beam it into Asian subcontinent…? It can beat BCCI wrath and win the sponsors as well…can’t it? ICL stands a better chance of roping in overseas brands as well…

Subhash Chandra, in the past has had mixed luck. He had hit it off with Zee TV, Citi Cable and slightly off track Essel Packaging but failed in a slew of ambitious ventures like Agrani Satellite program after poaching a few scientists from ISRO. Those were my early days in the business and were almost open source case studies. They gave me some early perspectives into big business that no B-School faculty could ever have imbibed.

I might thank all those experiences for bringing me to where I stand now. It saved me that gouge of a B-School fee in the process…. :)
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Thursday, November 15, 2007

Who wants to change...?

Read this.
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Don’t you notice how patient, caring, open and honest our politicians and bureaucrats at RBI and MoF are with this guy, Raghuram Rajan, Finance professor at U/Chicago and till recently, Chief Economist at IMF, despite his absolutely horrible and utterly embarrassing behavior?

Haven’t we heard it – what’s-wrong-with-Indian economy rant – before from others that matter? Jagdish Bhagwati, Amartya Sen and almost every Indian/India born personality that had the view from 30,000 miles up have talked about it. But have we ever changed? Nah… That’s how we maintain our culture and heritage, even at the cost of growth.

We don’t need these guys to tell us how to do things right. We know it all. We are so broad minded that we ask for and accept all in-the-face rip-ins and heed none. That’s our magnanimity, you know. If America is land of the free, we are a land of free-for-all. We would invite people the moment they become famous, occupy the highest seat of a global institution or a corporation and seek out their opinion. How proactive, you see? They come, shower their views, present it all in a platter and we archive them all – religiously. That means it can be opened only on auspicious occasions, after an elaborate puja and tuck it back in to retrieve it only in another auspicious year and hour.

Execution…? Forget it. That’s none of our business. Who wants to rectify the situation and restore the natural order of the universe… Not us, at least…
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Here's my wish list, your honor...

This is friggin' great. Courts tell the state of U.P to go to hell and directs sugar mills to pay Rs.110/- per quintal. The state wanted the mills to pay Rs.125/- per quintal to the cane farmers when in the open market, the finished product was going for Rs.85/-. Some respite this.

I have an idea. Why not put up my own wish list… The courts can take it up suo motu

a) Allow 50% ethanol doping and allow the mills to make it directly from sugar cane (no need to produce sugar and then ethanol). Besides reducing consumption of fossil fuel, it would make us least dependent on crude oil that’s tipping at $100 a barrel. Who wants to be an oil slave? (I’ve bought sugar stocks cheap; I want to make some money, goddammit !)

b) Impose sectoral rotation of stocks to be bought by FIIs and domestic MFs. Give other stocks a fuckin’ chance to run up. (Not just Reliance, Infrastructure, Banks and power stocks. I forgot to buy them.) Give an order that says something like, “no stock should run up by more than 25% unless at least 50% of the stocks arranged in the order of their market cap catches up”. [One more time I read about the Ambani wealth, I’ll choke to death; I hold tech, auto components and sugar stocks and the fuckin’ scrips stay frozen like Ice sheets on the poles! Rate of global warming is too slow at least for me…)

c) Long term capital gains tax can never be reimposed [until I book my profits that is. Go tax wherever I don’t have an interest in. All my investments are long term (by default, stupid !)]

d) If Rupee appreciates any further, there should be a blackout and all satellite links should be automatically down. Allow people to exit investments in technology stocks before the currency trading screens light up. [I need a cell phone alert during the trading hours the day before, bokay?]

e) My mother tells me, onion prices are way up. Take a look at that too. Do something about it.

That’s my wish list for this week, your honor… Will you oblige…? Namaste Ji...!

Wednesday, November 14, 2007

GSM lottery for landline operators

News – GSM add 5.7 million users in October. Competition says "Congratulations" - and they mean it.

How about putting up some cell infrastructure and attending to call drops…? If they don’t do that soon, the mass user buildup will soon lead to a windfall for landline operators like BSNL / MTNL. This will be that odd instance when wireline telcos feel happy even as mobile competition notches up number of subscribers.

I’ve had a pretty bad experience throughout last week. None of my upcountry calls went through. Finally I made it through my wireline phone. I am sure this is the experience for most others too.

Get your act together GSM guys… Otherwise all those stratosphering valuation numbers you’ve notched would just be vapor in no time…! Can you afford that…?
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Tuesday, November 13, 2007

"Debt is bad". You must be nuts...

Just saw this report. It says Indians seem to be living beyond their means. We are fast absorbing a consumerist culture and debt isn’t stigmatic to us no longer. Not at all surprising given the Airport congestions, upsurge in the number of cars, traffic problem and parking pains. Everyone is in debt to have everything.

At first, my instincts prodded me to shrug it off. It being a survey sponsored in part by an Insurance company, the findings will have to be something like this to instill fear, a sense of financial insecurity, in the minds of people so that they flock en masse to buy more insurance.

But if it were to be true, I will shudder.
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Sunday, November 11, 2007

Got answers, thank you Ravi...

Ravimohan hits it on the head…. Here he kind of answers my question (that ended my previous post) “where are we going wrong or is it just me?”

“Therein lies the fragility in our growth story. Given rapid increase in demand, and the slower response to capacity in select yet vital sectors, asset prices have now become unattractive and, in some cases, limiting. Real estate, as an example, is seriously over-priced. It is taking housing out of the reach of a large section of population and is making business, especially in the services industry, uncompetitive to be conducted from major centres in India. The crumbling city infrastructure is adding to the urban population’s woes by presenting a paradox of inhuman living conditions at a world-class premium.”
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Thank you, Ravi...
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Cloven left off the centre

I hate being a killjoy but every once in a while I have no choice. The stock market surge that India has been witnessing of late, the frequent babble of decoupling and *this time it’s different* theory graven in stone notwithstanding, there are the hundreds of millions that are left out of it all.

Here are two disparate reports I found this morning that tempted me to make this post.

According to the Economic and Hiring Outlook survey by McKinsey for the latest quarter, 77% Indian business executives said they think the economy would get ‘better’ in six months. This is the highest for the executives from any other region including China, Europe, North America and other Asia-Pacific nations.

And then, this. India ranks way down at 96 among 119 developing countries included in the Global Hunger Index (GHI) compiled by IFPRI. This rank is well below all its neighbours, barring Bangladesh, and falls in the category in which the hunger situation is deemed “alarming”. Even Nepal is four notches higher than India at number 92 and Pakistan eight points above India at number 88.

So where does that leave us? Cloven right down the middle? Oops, I can’t say that just yet, since business executives that feel buoyant about India form less than 3% of our 1.1 billion population. It’s slit far left off the centre, one could say. I too am perplexed like any average Indian (“what the hell’s going on?”), feeling totally left out of the so-called joy ride that so few that I-don’t-know-who got to enjoy. Who are those few? Past few months run on the stock markets were so very narrow, restricted to just a few stocks from Reliance group, Power and Infrastructure pack. Breadth of the market has just been the width of the screen and the quarterly numbers have been so good for several stocks that never saw the limelight.

Where are we going wrong or is it just me? Something’s gotta’ give… soon !

Friday, November 09, 2007

Getting religion

“Money’s something you need in case you don't die tomorrow” – could soon be the credo with startups in India. Looking at the relative unease between VCs and startups, the mutual booing of shortcomings that each of them sees in the other’s process, there’s hardly the evidence of the ecosystem thriving. Skepticism is writ large on their wall (ah, the `wall’ thing is because of FaceBook!).

Here’s one from a startup entrepreneur - "Many VCs in India are still not strategic partners, but more like moneylenders who make start-ups perform with a gun to the head. The proprietary attitude they bring to the incubatee's premises is not encouraging.
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When it comes to money, everybody's of the same religion I guess.
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Sunday, October 28, 2007

Do away with P Notes - Give us infrastructure

Has the recent crackdown by SEBI on P Notes issued by FIIs been effective? Will it yield the desired fruit – that of controlling copious flows of capital from unidentified or least regulated entities? Well, time will tell.

But RBI still has to deal with its daunting problem. The surging capital inflows continue to pose a policy challenge for the Reserve Bank of India (RBI), as it undertakes its mid-term policy review tomorrow, despite some measures taken to contain unregulated inflows. The central bank is unlikely to signal any easing of monetary policy with surplus liquidity in the system, as any lowering of interest rates at this point, could hold upside risks to inflation.

The Prime Minister's Economic Advisory Council had estimated that an increase in the forex reserves of the RBI of $26 billion in 2007-08 could be consistent with the current real growth of the economy, moderate monetary expansion ( 17.5 per cent) and a tolerable inflation rate (4 per cent). "In the current financial year up to early October 2007 itself, forex reserves have increased by over $50 billion and tackling this problem is the most crucial policy dilemma," S S Tarapore, former deputy governor, RBI has said.

I often wonder – why not RBI absorb the excess liquidity thro infrastructure bonds and divert the entire corpus exclusively to address India’s appalling infrastructure needs – better Airports, Ports, Dams, Roads and the like… Given the pathetic state of our infrastructure, no sum of money would be found to be `excessive.’ We pay humungous sums anyway by way of Airport tax, fuel surcharge, toll etc. Is it not time we expect something in return…?
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Saturday, October 27, 2007

Lend but don’t call back

Looks like India has its own subprime disaster in the making. ICICI Bank recently took the unprecedented step of paying Rs 15.5 lakh in the form of fixed deposit and insurance covers to the family members of a Mumbai borrower who committed suicide allegedly after being harassed by recovery agents of the bank, there was a case of recovery agents being beaten up when they approached a borrower to ask for payment against overdue amounts.

Until recently, personal loans were one of the most sought after segment by banks after they found that individual lenders default rates were far lesser than corporates and other organized borrowers. They relied on agents to press recovery from defaulters and mostly it worked. Now this segment has also crept up to `organized’ category – at least in beating up recovery agents that come calling – the threat of willful default looms large even by those who can afford to repay.

Time to short banks? ICICI, HDFC, Indusind, Centurion Bank of Punjab have all built up a good deal of personal loan books. Great shorting bets, I guess…

What do you think…?
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Strange things the Rupee does

The relentless run up of the Rupee has one major outcome. It drove xenophilic Indian companies like Infosys to focus on burgeoning Indian markets. Even as IBM, Accenture, Microsoft, Oracle, HP and other IT majors drove in to have a slice of the Indian market, Infosys was unmoved, stayed riveted westwards. It didn’t like the low margins. Sat smug under the illusion that juicy 25-30% margins that it kept gouging from overseas clients will remain forever.

I had written earlier about the short life of those obscene margins here and here and the folly of ignoring the domestic market. After getting dented in earnings and sensing a fast eroding market cap (and the worth of his own holding besides that of other co-founders), it looks like Kris Gopalakrishnan has heard me.
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It's another thing that he hardly had another choice...
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Thursday, October 25, 2007

The art of getting FII accounts

The din is rising. The clamor from brokerages to get FII accounts. At every turn as I meet a head honcho of a brokerage, they have one question to ask – can you give us some FII account?

Now this puzzles me. I have a lot of friends that work for FIIs. I come across them when I meet them on business and at parties. They have the same interests as we have and they are ready to listen to all that talk that makes sense. No big deal. Why make them such “in-demand” exotic beings?

I made friends in FII circles because of just straight talk. Many of them started out as my blog readers, enjoyed or debated what I wrote. They became friends anyway. I don’t tell them what they’d like to hear or ask for their account. I just listen to them, digest their needs and share my personal philosophies about investing. Perhaps they enjoyed it, they’re still my friends.

But if you want those contacts, well, I suggest you do it the old fashioned way. Get your existing clients to make some money and have them walk the talk…. Or just let me do it for you…!!
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Tuesday, October 23, 2007

Review of PE / VC ecosystem in India

Here’s a great article and a review of PE / VC ecosystem in India... Nice read.

[ Hat Tip : Alok Mittal, VentureWoods ]

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Monday, October 22, 2007

A quick and clean surgery...?

He may not have gotten the coverage like a Chris Cox gets. But M.Damodaran, Chairman of SEBI is no less charismatic.

He stood his ground on restricting the use of participatory notes (P-notes) by foreign institutional investors, but made two important announcements.

The first is to allow proprietary sub-accounts of foreign institutional investors (FIIs) — i.e. sub-accounts that are formed to invest their own money — to issue P-notes provided they apply to register themselves with SEBI in the next 24 hours.

The second is to put registration of FIIs on the fast track. Addressing FII representatives from all over the world through a video conference, Damodaran, however, said the issue of offshore derivative instruments by other sub-accounts of FIIs will not be possible after the changes it proposed last week come into force.

Hope Damodran performed this surgery quick and clean, like he fixed the mess at UTI. Now will the market get back to its surge up north…?
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Monday, October 15, 2007

Can't buy a bank stock

I can never buy any bank stock; Public sector or Private Sector – no matter what a multibagger it may turn out to be.

All I can remember is sitting there all day tearing my hair out and screaming within (at the teller) why can’t she release a banker’s cheque quickly or trying to figure out how to get the lady to stop updating her colleague on her latest jewellery acquisition and wondering if you need to call an exorcist because maybe the bank is possessed by the devil. You need to be a bit psyched up too to buy the bank sock. I know it’s not very smart – but then you know I am only human.
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Saturday, October 06, 2007

As long as it lasts

If you can't sleep, then get up and do something instead of lying there and worrying. It's the worry that gets you, not the loss of sleep. Don't worry about things that you have no control over, because you have no control over them. Don't worry about things that you have control over, because you have control over them. This seems to be the credo of global markets that are either behaving as if the worst is over for credit and housing problems or they remain convinced that the central banks can offset whatever bad news may unfold.

I say the credit squeeze is much centered around mortgage finance that resulted from subprime crisis in the US. Other sectors are pretty much insulated. After strenuous effort, banks have managed to find buyers for $9.4 billion of the $24 billion needed to finance the takeover of First Data, a payments processor, by Kohlberg Kravis Roberts, a private-equity firm. According to JPMorgan, even the structured products that caused so much disquiet during the summer are moving again—$6.2 billion of collateralized-debt obligations were issued in the last week of September.

Somehow that flies against other theories that float around. Who knows? Markets have their own logic.
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Wednesday, October 03, 2007

LIC in for a bounty

As bidders line up to buy 26 per cent equity in Industrial Finance Corporation of India (IFCI), they will have to keep an eye on the next move of Life Insurance Corporation of India (LIC), the domestic behemoth. IFCI owes nearly Rs 500 crore in debt to LIC, which has the option to convert it into equity and take its total stake from 8.4 per cent now to 49 per cent. IFCI’s proposed strategic sale has attracted expressions of interest from 10 entities, of which 8 have been shortlisted.

The successful bidder will also have to make an open offer for another 20 per cent to take its total holding to 46 per cent.

Companies interested in buying a stake in IFCI will be aware of LIC's option to convert its debt into equity at par (Rs.10/- that is, now the share price is Rs.96/-) value.

Talk about the advantage of being a (very) early investor…
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Friday, September 28, 2007

Nothing stops the deal frenzy

And you thought the liquidity squeeze following subprime fiasco has affected the PE appetite for leveraged buyouts… Hardly.

Bain Capital, a private equity firm, decided the 28-year-old Network equipment maker 3Com Corp. still has enough potential to justify a buyout carrying a hefty 44 percent premium to the stock's Thursday closing price of $3.68 per share. At one point in 2000, its shares briefly rose above $100 apiece. For 3Com the $2.2 billion buyout by Bain would mean giving up its independence, but it's gaining freedom from the whims of the market and a chance to expand in China. The cash deal announced on Friday also gives Huawei Technologies, China's largest manufacturer of telecommunications equipment, a minority stake in the technology pioneer - something that could improve its prospects in Asia and raise eyebrows in Washington. 3Com, which faces brutal competition from Cisco Systems Inc. and others, is now a shadow of the high-flying star it became in the late 1990s technology boom. 3Com now counts more than 6,000 employees in over 40 countries, and annual revenue of $1.3 billion.

Here’s yet another and bigger deal. Shareholders of communications and software company Avaya Inc. voted to take the company private Friday, selling it for $8.2 billion to two private equity groups - Silver Lake and TPG that valued its shares at $17.50 apiece. The deal is expected to close by end October. Avaya, based in Basking Ridge, N.J was spun off from the former Lucent Technologies Inc. in September 2000. Shares have jumped more than 25 percent since word of the deal leaked in late May. The deal comes with its set of strings too. The agreement also provides a 50-day "go-shop" provision for Avaya to solicit proposals from third parties. If it ends the merger agreement after receiving a superior proposal from a third party, Avaya must pay Silver Lake and TPG Capital an $80 million termination fee. Also, Silver Lake and TPG Capital must pay a $250 million fee to Avaya if the merger agreement is ended under certain circumstances.

So, la, la, la time for PE firms has not fizzled out. The party is on in the buyout street… Will it have an impact on Avaya Global connect, the Indian company…? Jury is still out.
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The Wipro way

Wipro, India's leading IT vendor, it seems have found a way to counter the Rupee appreciation threat to its bottomline. It is also aloof to all the noise around made by most others, in not rushing to the Ministry of Finance or RBI asking to rein in the surging Rupee. It maintains its cool and is moving straight ahead with its stated strategy of inorganic growth, by acquiring companies from diverse geographies.

I am talking about Wipro’s latest acquisition - Oki Techno Centre-Singapore (OTCS) in an all cash deal spread over a period of one year together with all its Intellectual Property Rights as well. The company will also establish a dedicated development centre for OKI to utilise design resource efficiently and enhance product development capabilities.

OTCS is focused on wireless design and has demonstrated innovative capabilities in RF (Radio Frequency) and baseband design. It has a 40 member center with SGD 8.8 M (USD 5.89 M) as the revenues of the fiscal year ended March 31, 2007. The company has key customers in Japan in product engineering space.

Way to go, Mr.Premji. The acquisition will give Wipro a footprint in the large market in Japan and East Asia. I go it’s way better than whining about exchange rates, something over which none has control.
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Tuesday, September 25, 2007

Clueless RBI opens flood gates

The rise of the mighty Rupee against a weak dollar has forced RBI to relax its currency regulations. It goes with the usual refrain - “one more step towards full capital account convertibility”. Gee, making a virtue out of necessity? Not so nice, Guv…! How many more steps left? Story behind the story is RBI just woke up and realized that they've lost control of their own industry. Now they're desperately scrambling to get back on their feet. Left with not many options, it opened the floodgates wider praying that some of the incoming dollars may flow back too. Now, know your limits –

- Individuals can remit up to $200,000 against $100,000
- Companies allowed to invest overseas up to 400% of net worth overseas against 300% till now

- Partnership firms also allowed to invest overseas 400% of net worth
- Ceiling on portfolio investments by companies raised to 50% of net worth from 35%
- The requirement of 10% reciprocal shareholding in listed Indian companies done away with for overseas portfolio investment
- Companies can prepay ECBs up to $500 million against $400 million now
- Mutual funds allowed to invest an aggregate of $5 billion overseas against $4 billion now

Will it cause a dent ? I doubt. There are not many parking bays available for the greenback than emerging markets. No other market in the world is yielding returns as do emerging markets (EM) like India. China and Brazil have become way too overstretched. Developed markets have been consistent underperformers. That leaves the dollar to leave Indian shores only when Indian companies begin repaying or foreclosing their ECB borrowings made earlier. That’s wheels-within-wheels scenario since prepayments shall be triggered only if there are significant dollar earnings from exports, which is too much to ask when every dollar of export is fetching less and less Rupees. Add to that the Fed rate cuts. The recent 50 bps rate cut by the Fed on September 18 has only accelerated the inflows - FII reacted by increasing their investments in India with $1.54 billion of investments in just 3 days between September 19-21. RBI may use its sponge to mop up dollars, but in July alone, it bought back $11.42 billion.

How much more can it suck in? And is it advisable? Well, I’ve dealt with that already.

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Monday, September 24, 2007

Slap on the face of banking reforms

60 years of independence; Even more years of Indian Banking. But reforms have done little to save our folks from the clutches of loan sharks.

Each time a farmer commits suicide, there is the obligatory reference to high interest rates charged by the usurious moneylender. Predictably, two standard courses of action follow. First, public sector banks are asked to increase their footprint (after the usual ex gratia payments are made to the bereaved families) and two, demands are made to monitor (it used to be ‘regulate’) moneylenders and their activities. While the first is a good thing, it is irrelevant in the current context; the second would be disastrous, given how many households in the country are dependent on moneylenders.

IIMS Dataworks’ Invest India Incomes and Savings Survey 2007 throws up some interesting findings in this context. Of every 100 persons who have taken loans in the country over the last two years, 31 per cent have got loans from moneylenders, compared to 20 per cent from banks.

The short point is that, until institutional mechanisms develop to meet the credit needs of people with different needs (including subprime category) the moneylender is meeting very real needs.
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Thursday, September 20, 2007

What will RBI do now ?

The sign of maturity of any economy is in its attainment of functional automation without having the need for frequent policy interventions. In that sense, if central banks gradually loosen their grip and reduce the frequency and magnitude of their intervention and monetary control, the economy should reflect a fair sense of its health through its currency exchange rates in relation to that of others.

But TCA Srinivasa Raghavan in his article has observed that the balance of opinion is in favor of intervention, for some reasons. One is that no central bank chief wants to be held responsible later for not warding off a recession. So he or she does the popular thing. The other reason is perhaps that everyone has learnt from the Asian crisis that when the going gets tough, the credit flow must start going. To choke off the tap is to invite disaster where people who had nothing to do with the problem lose their jobs and property.

So do Bankers that expect the Reserve Bank of India to soften its view on interest rates in the light of the US Federal rate cut. Domestic loans and overseas borrowing may become cheaper, they say.

But I go if central banks intervene, are they not defending or even protecting the bad guys who were indiscriminate in their processes (like subprime lenders that overlooked creditworthiness of borrowers) and screwed up not just themselves, but everyone in the end? Do they deserve to be bailed out? How different is it from the tax amnesty schemes that ridicule many an honest taxpayer?
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Banish them all

There’s always big trouble if you take brokerage reports seriously. They analyse everything to death.

I know there are surgical processes for genital rejuvenation, liposuction and buttock implants. Is there something for Analyst annihilation? Me thinks investors world over will only be too happy to pick up the tab.

Every day they brazenly appear on business channels, newspapers (and even your email inbox is not spared) advising you to buy some or other stock. You go by their words and you’ll never get out of it. They talk as if they are economists (they connect Ben Bernanke’s rate cut with the fortunes of Indian Banking stocks and still say “decoupling”), scientists (wax eloquently on the potential of a “new” drug discovery that never takes off) and technologists (a sure dud, it will be) all rolled into one.

Yesterday just five minutes before the market opened, one analyst said Sugar stocks have no scope for another year. He quoted over supply, low prices, policy hurdles and what not. Up they went 20% and hit the upper circuits. It had me in splits.

I have 40% of my portfolio in sugar. All bought at 52 week lows when everyone was busy buying overheated Real Estate, Infrastructure and Power sector stocks. I had another reason. Not one analyst put out a `buy’ on it.

Tuesday, September 18, 2007

Bernanke did it, finally...

It’s a tight rope walk for Ben Bernanke, no doubt. If policy makers cut rates too cautiously, they risk a recession; if they cut them too much or too early, they risk stoking inflation.

In reducing its benchmark interest rate by an unusually large one-half percentage point, to 4.75 percent from 5.25 percent, the Federal Reserve made it clear that policy makers viewed the turbulence and disruptions of the past couple of months as too dangerous to ignore.

The reaction in stock markets was ecstatic: the Dow Jones industrial average jumped 200 points almost instantly and ended the day up 335 points, or 2.51 percent, at 13,739.39.

With a weak dollar that helps surge in American exports, for a change, the US is no longer the world’s engine of growth; the global economy could now become the engine of American growth.
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Academics test drive at hedge funds

Yale University professor Roger Ibbotson

The growing and lightly regulated hedge fund industry is attracting new players — business school professors eager to test their theories in a field known for big risks and occasionally bigger rewards.

Hedge funds are becoming a tempting tool for faculty members looking to sharpen research and giving a Wall Street perspective to their students, all while making some extra money. Economic consultant Peter Bernstein reportedly said the link between academic theory and Wall Street is not new, but the interest among professors to run a hedge fund is.

While hedge funds frequently outperform more traditional investments, some have failed spectacularly. Last year, Connecticut-based Amaranth Advisors wrongly guessed that tropical storms in the Gulf of Mexico would cause natural gas prices to spike. The storms didn't develop and Amarath lost billions within a week, prompting lawsuits and congressional hearings. So did several others that chased subprime debt.

Does this enthusiasm to test drive academic theory explain why there are more busts than booms in hedge fund domain? Why does the expression “up by the stairs and down in the lift” come to my mind?
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Tuesday, September 11, 2007

Rewarding the Lemons

Lately, this story from my younger days cross my mind often.
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The Emperor Paul, of Russia, was so provoked by the awkwardness of an officer on review that he ordered him to resign at once and retire to his estate. “But he has no estate," the commander ventured. “Then give him one!" thundered the despot, whose word was law, and the man gained more by his blunders than he could have done by years of the most skillful service.

An involuntary smile came to my lips as I think of the ravage caused by subprime mortgage lenders and the liquidity infusion from central banks of US and Europe….

Rewarding the lemons?
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Monday, September 10, 2007

Black Swan - CNBC killer?

Thanks to this post by Matt McCall of DFJ Portage Ventures, I could read this splendid write up by Michael J Mauboussin of Legg Mason Capital Management on Strategies. Find the link in Matt’s post.

Stowing away some startling insights for my own recall and for you, my readers.

- The difference in [investment] return has nothing to do with knowledge; and everything to do with emotional and psychological factors. (Curtis M Faith – Way of the Turtle)

- What separates the good from great investors is not knowledge or raw smarts, its but patterns of behavior.

- All investors must be alert to black swans – events that are outliers, have an extreme impact and are explained only after the fact. We get closer to truth if we focus on`falsification’ (seeing one black swan) instead of `verification’ (seeing lots of white swans does not allow for the statement all swans are white; but seeing one black swan does disprove the theory).

- Cognitive errors including loss aversion are often the source of sub-optimal investment decisions. They tend to focus on frequency [of losses/gains] than on its magnitude. Buffet distinguishes between experience and exposure. Experience looks to the past and tries to predict the future. Exposure, in contrast considers the likelihood and impact of an event that history, especially recent, may not reveal.

Great nuggets of wisdom…. I had never been a fan of quant models of investing. (Confession : I had consulted on a quant venture some time back for a friend from the hedge fund world. But that I did for a living… can’t thrust personal beliefs on clients) My logic – no model can predict a million minds and their billion different views that spur investment decisions. Now I am a total heretic. Buffet, Taleb, Mauboussin, Matt and now I, give you one more reason why you should stop watching CNBC that gives rebirth to the breed of analysts that should have long been dead and gone…
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Sunday, September 09, 2007

Complex hedges and the quant threat

O.K. So our IT CFOs are getting smart. They no longer settle for currency markets to determine their future. Joining the global trend of using exotic hedges to protect their realizations, they too are getting used to clever bets.

Check this out. Under the tailormade transaction known as STRIPS in market parlance, the corporate can settle the dollar every week, fortnight or month over the next few years, through what’s called a “series of options”. For years few bothered to use it, but in recent weeks there has been a flurry of activity. In the last one month, deals worth $100-200 million have been struck almost everyday.

Good. But coming to think of it, it’s a bet. The management strategizes, the operations team executes, marketing sells it and bills the client. All of them work so hard - only to stake it all in a quant bet? Here I risk sounding like your grandfather. But I am a sworn enemy of anyone trying to define a future thro quant theories and complex hedges. How many CFOs understand the complexity of hedge before they book one? After all, CFO is only an employee and not a shareholder who's ass is on the line if his call goes wrong. At best, he's a bean counter and can plead mea culpa... Since when has anyone been endowed with the power to call future course of a currency !

This seems to be the thrust of A.V.Rajwade’s article in BS. He says some instruments are so complex that it can take investment banks' computers entire weekends to value them! Can't agree more. The best hedge I go is constant investment in R&D led innovation to reduce costs, improve operational logistics and expand margins without affecting the cost to consumer. The day you think that's not possible and wait for exchange rate hedges to save your bottomline, it's time you exit the business and head for the hills. Because, you're on your way down...
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Mallya's Spyker deal is not just hype and glory

Not many would have sensed the spirit behind Vijay Mallya’s co-investment in Skyper, a Formula1 team. Knowing his penchant for high life and fast cars, may be it just got swept aside as just another Mallya indulgence.

Yet it appears the deal between Vijay Mallya - Chairman and CEO of Toyota sponsor Kingfisher Airlines – and Dutch entrepreneur Michiel Mol - Spyker’s Formula One Director might just make incredible business sense.

Here’s to why. It might just give a uniquely high-impact advertising forum by providing sustained brand visibility for the 90-odd minutes of a race. Importantly, given the increasingly stringent limits in Europe on liquor and tobacco advertising — two significant Formula 1 income-earners — the sport is making inroads into Asia. China and Bahrain are recent entrants to the calendar, Singapore follows next year and, who knows, it may be India after that (Mr Mallya heads the local racing body). These will provide Mr Mallya with an entrée into high-value Asian markets to grow his airline and liquor businesses.

Especially after Narain Karthikeyan raised the profile of Formula One racing in India when he became the first Indian to compete in a Grand Prix with Jordan in 2005. Now Mallya believes his purchasing Spyker could boost it still further. With a local hero behind the wheels, the Indian viewership also might shoot up. If anything, that could be a bonus of sorts.
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Saturday, September 08, 2007

Debt vapor

Thinking of early 90’s when I had just started working….

Indian companies were then extremely under leveraged and over mortgaged. For every Rupee of debt, one had to mortgage Rs.4 worth of assets because Marked-To-Market (MTM) as a concept was totally unheard of. Book Value has been the norm and it suited institutions better. I remember the time when I used to wait outside the offices of GM/ED of Banks / Financial Institutions (FI) who literally rationed loans. We never had extra assets to mortgage as properties worth several times the value of loans have already been locked down by earlier loans and this wait was necessary to get an NOC to create a second charge for a new loan. Still the securities to total debt ratio managed a cool 4 to 1.

Cut to the early `00, the situation reversed. Liberalization meant multiple streams of credit available to Banks/FIs and FII, PE and Hedge Funds entry meant surfeit of money supply that had difficulty in finding room to get parked. Corporates reveled in this new order of things and leveraged themselves to the teeth. They had a problem of finding destinations to invest in. The recklessness fueled by sudden excesses meant bad judgment and funds literally got sucked into projects that turned out to be literal blackholes, from which nothing would come out.

And now we hear this. I am not surprised. Are you? I think history will repeat and it’s time we prepare ourselves to cool our heels at the reception lobby of Banks/FIs waiting to be called in by the GM/ED…or who knows, it could even be outside a Manager’s office at a Bank Branch…!
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Friday, September 07, 2007

Will India's IT vendors turn realty players?

Pune factories going the Mumbai Mill-land way… Turning into expensive real estates. Bajaj Auto looks like exploring turning its Akurdi plant into developed real estate.

Judging by the little or no R&D investment by India’s famed IT vendors, recently endorsed by Indis’s distant 46th ranking in global IT map, what are the odds for Infosys, Wipro and TCS to junk their businesses and turn realty plays? Satyam already has its "Maytas " group (got by reversing “S.a.t.y.a.m”) of companies into which it can morph any day.

Going by the large swathes of land and building they hold, You can’t grudge them that… Benefits? Besides the huge value that they can unlock, here they don’t have to face up to an IBM, Accenture and EDS or to brood about higher visa costs, rising wage costs, Rupee depreciation, poor skill levels, shrinking margins, attrition levels….

Aside of that, few will see any great organic upsides in the near term to their shareholders…
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Tuesday, September 04, 2007

Wake up to reality

In an IT competitiveness study commissioned by software industry association Business Software Alliance (BSA) and conducted by the Economist Intelligence Unit, the US, Japan, South Korea and the UK ranked the highest among 64 countries in terms of IT competitiveness. The study evaluated countries on factors like skill availability, pro-innovation culture, world class technology infrastructure, a robust legal infrastructure, government support and a competition friendly business environment.

India gets slotted at 46. Don’t tell me you are surprised. I’ve been crying hoarse about India’s IT illusion here, here and here.

To stay ahead in knowledge industry, of which IT is a force to reckon with, significant investments will have to be made in R&D. Indian companies and the government have conveniently ignored strong signals coming from several quarters that cried for innovation. Low end BPO vendors were painting a picturesque landscape as much as labor arbitrage and a weak Rupee would permit and a smug industry got even more arrogated. When the tide turned and both wage cost and Rupee appreciated, the mask got brutally lifted and the naked reality that hid behind the scenes began to look ugly; very, very ugly.

With tax benefits too on their way out and global majors already settling in, Indian Government and its IT industry should quit blowing sunshine up its ass and get its act together. Not for growth, for survival that is. What do you think?
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Monday, September 03, 2007

When a Private Equity deal goes bust

Buyout firms like to present themselves as a can't-fail combination of operational genius and financial support that can heal sick businesses and create thriving companies. But sometimes, as in the case of Aegis Mortgage, genius fails and bankruptcy is declared. The private investment firm Cerberus bought a controlling stake in the Houston-based mortgage lender in 1998, but despite an infusion of cash and talent, Aegis ceased operations on Monday, August 6. Now hundreds of employees have been laid off - all without health insurance. It's a reminder that risky turnarounds can mean real pain for more than just investors raising questions about how Cerberus will treat other ailing companies it has purchased, notably Chrysler.

In India, PE deals are on the rise. Over leveraged transactions be put on watch.

Saturday, September 01, 2007

Getting the blend right

The proof of a robust M&A strategy is in its blending. Most acquisitions fail because integration of diverse cultures is never easy. Why not scout for companies with similar culture - you may go. Try that; you’ll never find one. Every company has a unique culture since it is made up of different individuals, their shared beliefs and practices that identify the company to which they belong.

Mike Rogers of PatchLink, has completed 10 acquisitions and two sales during his career and has this interesting Op-Ed in Venture Beat where he shares his magic mantra for a successful inorganic growth strategy. While Mike concedes that there is no such thing as the perfect deal, he goes that it all depends on a sound strategy. You can fix a bad deal structure, you can fix a bad integration, but you can’t fix a bad strategy.

Read it.
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FDI phobia

The machinations for circumventing the 26% FDI limits in Insurance sector has taken a new turn with ICICI Bank’s proposal to transfer its 74% holdings in its insurance ventures to a holding company, ICICI Financial Services Ltd.

ICICI Bank owns 74 per cent each of ICICI Prudential Life Insurance and ICICI Lombard General Insurance, but the bank is 70.88 per cent owned by foreign investors. This means the effective Indian shareholding in the insurance subsidiaries is only about 21.54 per cent, against the FDI norm of 74 per cent Indian ownership.

If ICICI Bank transfers its stake in the insurance companies to the holding company and if that in turn sells a 24 per cent stake to foreign investors, then the effective Indian shareholding in the both the insurance companies will further fall to about 15.62 per cent.

While Finance Ministry has approved this back door hike in FDI ceilings, FIPB and RBI are not so sanguine about it.

I go that when color of money is increasingly losing its relevance in a globalized world, why should there be any ceilings at all? Be it Indian or Foreign Investor, so long as they are subject to TRAI & RBI regulations, there should be no problem. In fact FDI in insurance should be freely allowed since it covers risk and entry of a foreign investor enables cross-border distribution of that risk. Restriction stimulates the temptation to get around it by devising ingenious ways such as the holding company route, which on the surface is appearing rather innocuous. Or may be it is.
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Grow up, Schwarzman

Stephen Schwarzman is a bad schmoozer. That’s a skill he’d rather have if Blackstone, the PE firm of which he is the CEO intends to do more deals in India. In particular, in sectors like media, telecom, real estate and energy where an FIPB approval is needed to relax statutory ceilings on PE investments.

Global private equity fund Blackstone’s proposed investment of $275 million (Rs 11.30 billion) in Ushodaya Enterprises, which runs the Telugu newspaper Eenadu and TV franchise, is stuck with the information and broadcasting (I&B) ministry seven months after the deal was announced.

This could mean trouble for the country’s largest private equity deal in the media space, which requires Foreign Investment Promotion Board (FIPB) clearance.

Arun Sarin of Vodafone learnt it the hardway. Indian politicians and bureaucrats are not so lightweights in that they have a reputation for jamming many a smooth deal. Equally important it is for him to be less of a gas bag afterwards.
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"Go, use the wisdom of Arun Sarin, Mr.Schwarzman..."
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Thursday, August 30, 2007

Rediscovering Kirana

Retailers are rushing ahead with their plans, but is there enough demand for the merchandise being sold? Asks Shobhana Subramanian today in BS.

With over 130 to 180 million sq ft of new mall space coming up in the next few years, and much of it in the big cities, the catchment for each mall will reduce. And that could completely alter the competitive dynamics. Abheek Singhi, partner, Boston Consulting Group posits that “A throughput of at least Rs 600-Rs 700 per sq ft per month would be required to sustain gross margins of 30 per cent if rentals are around Rs 40-50 per sq ft.” So, higher rentals of Rs 60-70 per sq ft would mean a much larger throughput. Building the store it seems, is the easy part. Getting cutomers to buy might not be that simple.

After factoring in 39 different licences that a hypermarket requires in India and yields on an average an operating margin of just 6%, what explains the rush (Wal-Mart, Carrefour, EON) for such a low margin business? Volumes ? The slice will be too thin when you’ve too many of them around. Large population shouldn’t be an attraction either since footfalls don’t necessarily mean customers.

In this entire melee, it’s the kirana (corner store) guy who gains. We rediscover the street corner vendor who is fast shedding sloth and getting nimbler by the day. Last time I checked, he does some brisk business in his store that no longer resembles the mess it once was. All items were neatly stacked and in full display. And he home delivers stuff on a phone call and I think that’s a sure win strategy. Competition induced innovation, perhaps !

Even if big ticket retail gets large scale supply chain advantage and can use its direct sourcing efficiencies to keep prices low, it would be interesting to watch how they deal with a nagging bureaucracy and rising rentals. The kirana guy is getting smarter and stauncher – quite contrary to the initial prediction that his breed will soon be extinct.
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Wednesday, August 29, 2007

Sequoia has balls of brass

Sequoia Capital, arguably Silicon Valley’s most successful venture capital firm, is big-footing one of its most respected investors.

It brazenly demanded that Yale University invest in Sequoia’s risky adventures abroad in places like China, India and in later-stage investing. And when Yale refused, Sequoia reportedly rejected the university from access to its well-performing early stage funds — the ones that in the past have invested in companies like Google and Yahoo.

Sequoia’s aggressive handling of Yale came to light in a memo issued by the university, a highly respected investor because it commits money long term and has long embraced venture capital. The memo was cited today by Rebecca Buckman of WSJ.

Yale has a $19 b corpus that gets invested in many ways. If Sequoia can say “invest…or else” to such a bulge bracket investor, it sure has balls of brass, indeed!
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Sunday, August 26, 2007

Go short on India's IT vendors

Wharton’s Jitendra V Singh advises Indian companies to recast their business models to suit the rising Rupee than to expect the RBI to intervene. In support of his argument, he draws the parallel of how Japanese Automakers during the `80s reacted to the rising yen by shifting their low margin operations (and costs) to manufacturing locations in the US. That had the twin advantage of margin protection and reduction in protectionist backlash since the jobs have now turned American.

Is that a good comparison, Mr.Singh ? Check some facts out.

India’s leading IT vendors like TCS, Infosys, Wipro and Satyam squeezed out higher margins (27-30%) from clients not just because of availability of low cost workforce or a weaker rupee, they have also been benefitting from complete exemptions from Indian Income Tax (33.6%) on export income till recently. If operations are shifted out, the tax savings foregone will dent their margins.
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Many state governments also gave them land on long term low leases to build massive complexes to house their army of coders in thousands. These benefits cannot be expected from foreign governments. Moreover, the resale value of their Indian real estate would tumble triggered by the sudden over supply because the governments may choose to terminate their leases if they move out. Now that's a double whammy.

As of now bulk of the revenues of India’s IT vendors come from mainstay operations like ADM, BPO, low end process automation, testing and validation services. Revenues from high end segments like consulting, process automation, license fee, and remote infrastructure / Data centre management have been insignificant. With competing global majors like IBM, Accenture and EDS setting shops in India, wages are also on an upswing. Shrinking supply of competent engineers, higher visa costs and attrition have also not been helping matters either.
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Thus changing their product mix now would mean India's IT vendors having to make significant investments in R&D (read future) to develop high end utility products and building deep domain expertise in clients’ businesses that guarantees productivity improvements upfront (in other words, to partake in clients' business risks also) like the global majors do. These adjustments may (or not) yield gains in the long term, but right now they call for larger cash outlay and would also mean giving up on margins. Neither can the Indian IT vendors be too sure of their own ability to cope if pitted against the behemoths that knew this high end terrain better.

That's why I recommend a sellout. And if they don’t, go short'em all....
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Tuesday, August 21, 2007

Missing yet another bus

"India's fundamentals are in tact. Sub-prime debacle will not impact emerging markets. It's Yen carry unwinding spooking markets".
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How many time have we heard this ? I am getting tired. Truth is, sell-side analysts have again been caught off-guard. While they were swearing by their spread sheets, the markets tossed and turned. As usual, they were clueless.
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It’s in the air, I can smell it. We've left a market top, and we're nearing the end of an era -- the private equity era as we know it. It hasn't ended yet, and deals are still going to get done, but if you miss the boat on selling at the top, you will have to wait for the next cycle. When will that be…?

The credit markets are in turmoil, interest rates are zooming, and private equity firms aren't going to pay what they've been paying for companies. If you've got a tempting offer to sell your business, take it – before it's too late.

Just as in 2000, when the bubble burst, too much money have been chasing too many deals. Once the good deals were out of the way, the money started chasing bad deals. That rarely ends well.

But a new era of something will start soon. The trick to making lots of money is to get in early. Not necessarily first, but early. So if anybody out there knows what the next financial wave will be, just let me know.

Deal scouting calls for passion

Global private equity giant Blackstone Group is acquiring majority control in Gokaldas Exports for nearly Rs 6.6 billion ($160 m), in the country’s largest management buyout in the textiles industry.

This is Blackstone’s third major deal this year, the other two being a $275 million investment in Ushodaya Enterprises, which runs the Eenadu newspaper and ETV franchise, and a management buy-out of BPO firm Intelenet from Barclays and HDFC for Rs 8.4 b ($ 203 m).

The PE shop known for its appetite for large global deals (Hilton Hotels - $26 b, EOP - $ 36 billion including debt of $16.5 b) appears to have tweaked its strategy in India, settling for a lot smaller deals. I wonder the viability of this strategy since it could eventually lead to problems of scale or even oversight. The string-of-pearls strategy is quite cumbersome for an 11 people strong PE firm to manage on the trot given the bureaucracy it may have to deal with in India.
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Of course, one can’t find many companies of the size of a Hilton or EOP in India easily but if they can look closely, they might as well zero in on some real sweetspots. I have earlier written about one here. If approached rightly, it’s a terrific deal at $1.2 billion. There are a few more available if looked at closely, not like a professional investment banker who does it for a fee, but by a committed PE fund manager driven by pure passion for such deals.

If you need help Mr.Akhil Gupta, you know whom to hire :)
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Friday, August 17, 2007

The brief Rupee gig

Equity markets needed an excuse to correct and they took to US subprime woes and unwinding of Yen carry like bees to honey. Result, Yen is appreciating against the USD and USD is appreciating against a basket of currencies including the Indian Rupee. It was almost a celebration when INR touched Rs.41.385 against the USD after hovering around Rs.40.50 levels since mid July with no signs of a recovery.

Traders might be under the impression that the U.S. has exported some of its subprime risk to Europe and, as a result, will be able weather most of the risk of a subprime fallout. But it's a mistake to think they exported all of it. Many U.S. banks have a lot of assets not only in mortgages but in real estate. If foreclosures spike, then banks could suffer an even worse fate. The deep gash in the US economy is for real. I don’t think the dollar rally is sustainable. If it gets better, the US currency and bond yields would rise and the dollar will slide. If it gets a whole lot worse, the dollar's still going to slide.

For example, if the stock market gets a lot worse, foreigners will start to panic about their investments in the U.S. But even if the panic subsides, the dollar's value still might decline if investors go back to their favorite trade: shorting the dollar against a basket of currencies.
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Don't rush to buy those IT stocks now... The Rupee rally is still not done.
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Wednesday, August 15, 2007

Leadership menopause

The private equity industry is accused of poaching some of the best brains from the mainstream businesses. Corporate luminaries (Jack Welch of GE, Lou Gerstner of IBM, Jacques Nassar of Ford to name a few) have bolted in droves for private equity, the freewheeling world where investors buy slumping companies and try to turn them around to sell or take public, risking billions of dollars in the process.

All brilliant minds and high performers, no doubt. Their track records speak for them. Profligacy has never been their virtue and all of them balked at cost spirals. I often wonder how they approve of the clearly unsustainable leverage deals brokered by the private equity firms they end up working for, to finance bulge bracket acquisitions. Steven Pearlstein of Washington Post has this eye opener on the recent Avaya deal by Texas Pacific (where Millard S. "Mickey" Drexler, ex-CEO of Gaps Inc. works)

How can they fling caution to winds as soon as they switch to private equity? Has it got to do with the new found freedom from Sarbanes Oxley going to their head…? Or do they undergo a hormonal imbalance during the autumn of their careers ?

But come to think of it, Blackstone boss Schwarzman sure had that close call with change of life. How else do you explain his selling a stake to China, awful hurry to take Blackstone public and indulging like there are no tomorrows only to invite that Congressional tax slap…
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Monday, August 13, 2007

The great PE bull’s tiring

What made me say that?

Last week US Foodservice, an American wholesaler being bought by private-equity groups, cancelled a $3.6 billion bond-and-loan deal when lenders balked at the lack of protection they were being offered. In Australia, private-equity firms pulled out at the last minute from the country's biggest takeover, complaining of the high cost of debt. This week the sale of a British retailer fell into confusion, after two private-equity bidders withdrew. The prospect of dwindling returns makes buy-out firms reluctant to club together to buy the big companies they covet; banks, meanwhile, are growing wary of offering their own capital as “bridge” finance. Shares in Blackstone, a private-equity chieftain that listed on the stock market last month, have fallen below their offer price.

Rising long-term interest rates have pushed up the cost of borrowing. Sensing a shift in the economics of the industry, creditors around the world have started questioning the easy money offered to private-equity firms, which feed off risky types of debt. The debacle in the US sub-prime mortgage arena has opened many eyes, or so it seems.

For Indian promoters betting on lucrative valuations fueled by PE bidding wars, it spells trouble. What an opportunity they missed…
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Friday, August 10, 2007

Asset base

You just need one puff on higher margins to get hooked. Then it becomes a habit that you can’t kick. Indian IT vendors like Infosys, TCS, Wipro, Satyam have all been addicted to this margin fixation.

Even stock markets gave them a higher PE multiple of 25-30x owing to their phenomenal growth fueled by these margins. Sustaining that growth seems a bit difficult since dollar depreciation, wage escalation and higher visa costs are taking a heavy toll.

If one goes by the acreage of real estate assets developed by these vendors during their growth years, the value of which is now many times over, they won’t lose too much sleep over stagnating margins.
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Monday, August 06, 2007

Kirana choice

Indian market research consultancy Market Pulse spoke with close to 350 consumers in Delhi, Mumbai and Chennai to understand their attitudes to modern retail and their spending patterns.

The typical Wal-Mart customer earns less than the US national average income. And some reports say that one in five customers does not have a bank account; that’s twice the national average.

The Indian approach to big-box retail is slightly different. The less affluent still walk down to the corner store and call the bania (shopkeeper) to deliver their month’s groceries. Despite all the hype around malls, Kirana (corner store) accounts for 94 per cent of the $320 billlion organised retail trade in India. That ratio isn’t going to change anytime soon, so manufacturers would do well to pander to the convenience stores.

More on those interesting findings, here.
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Tata Ste(a)l deal

In the midst of sub prime mortgage woes, there’s been little interest for bonds and CDOs. Even in such a scenario, when Tata Steel has managed to raise $725 million through foreign currency convertible alternative reference securities (CARS), which was oversubscribed by more than two times. There is a greenshoe option of $150 million, which has not yet been exercised.

Tatas have always been an excellent credit risk. Yet, I was a bit curious about its timing and even more about the structure of this bond.

The CARS will be convertible at an initial conversion price of Rs 876.6225 a share, which is at a premium of 35 per cent to the company’s closing share price on the National Stock Exchange of India as on August 6, 2007.

The CARS carry a 1 per cent coupon and the effective YTM is 5.15 per cent. The outstanding CARS, if any, at maturity will be redeemable at a premium of 23.3419 per cent of the principal amount.

Current 3M Libor is 5.36%. Considering this Tatas got a fair deal as it’s long term money. The redemption premium of 23.34% on outstanding CARS must have been alluring to the lenders but when you factor in an asset like Corus in its bag, Tata Steel stock have only one way to go – up. Hence conversion is almost a given and question of outstanding CARS may not arise.

I wouldn’t rule out a buyback initiative by TATAs close to conversion or maturity (not known now), knowing their preference against dilution of controlling stakes. Call it Tata Steel deal now, closer to maturity don’t be surprised if it looks like a Tata Ste(a)l…
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Friday, August 03, 2007

New kid on the block

“When liquidity gets tight, innovate” – seems to be the credo for PE firms.

Imagine this new device. A Private Equity firm needs $300m to invest in a company but has decided to expose it to $100m only. It lures in a Bank with higher ROI bait and gets it to lend $200m on its behalf into say, 8% preferred stock/FCCB. The company is capitalized with $300m now. So the Bank gets $16m and the PE firms gets $8m. The PE firm turns over its return ($8m) to the Bank in return for stock appreciation / conversion benefits to which the Bank is not entitled. If the stock doubles, the investment is worth $600m which the PE firm sells and returns $200m to the Bank. PE firm nets a cool $400m upon its original investment of $100m and the interest turned over to the Bank. In the PE block, they call it “Asset Swap”.

Sexy…?

Shishir Prasad has elaborated it in The Economic Times.
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Bears beware

The notion that corporate profits still have more room to run on the upside is no minority vision. The bulls are still in control of the psychological tone that permeates our markets and investment predictions generally. Wednesday’s crash and today’s revival could be one source of the tone, but there are plenty of other wells of optimism to draw on. PE investor confidence is another.

Thomson Financial data finds PE investments in India during the year have touched $2.49 billion, as against $1.05 billion in Hong Kong, $1.47 billion in Singapore and $752.2 million for the Chinese market. The total PE funding in India is nearly equal to the PE funding that has come into Hong Kong and Singapore together. So far, 29 PE deals have been struck in India this year, next only to Australia (67) in the entire Asia Pacific region. Though there were 28 PE deals in China, the size of the deals were much smaller. While the average size of the deals in India is $85 million, the deal size in China was only $26 million and $188 million for Australia.

India is also a hot-bed for strategic buys, which include M&A activities, with $29.74 billion worth of strategic deals being struck, again the third highest in the Asia Pacific region. While Australia leads the pack with $76.07 billion of strategic deals, China reported $36.88 billion of such deals. There were a total of 331 M&A deals worth $44.34 billion in India in the first seven months of 2007, as compared to 328 M&A deals worth $10.36 billion in 2006.

Bears beware…!
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Sugar Daddy

Want a play in power, go bet on sugar stocks...NOW !
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Cogeneration of power, still marginal in the government’s energy supply program, is set to become mainstream by 2017 – goes Prabha Jagannathan in The Economic Times.
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She quotes a recent KPMG report on the Indian sugar industry (Sector Roadmap for 2017) to drive home her point.
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The green energy opens up a $$ revenue stream too. Co-gen has proven revenue potential in the CDM (clean development mechanism) based carbon credits that apply to the sugar industry. The total carbon credit potential for 9,700 mw of exportable co-gen power is in the range of 48 million carbon credits per year, which is estimated at Rs 21.50 b ($53 m) per year.
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At its optimum potential, the industry can meet a good 6% of the additional power requirement by 2017 and generate almost 48 million carbon credits. Currently the total power capacity in India is 128 GW and the requirement is estimated at 306 GW by 2016-17. Against that, the current bagasse-based exportable power is estimated at 847 mw. This could go up to 9,700 mw by 2017, according to projections in the report, she says.
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If you find rollicking power stocks too expensive, go long on sugar - tommorrow's multibagger !
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Thursday, August 02, 2007

In my other blog

The hedge attraction

It happened one night

Prize catch

Bailout is for wimps
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Taking BPO Public

When is the right time for a BPO to go Public?

The question is troubling many Indian BPOs wanting to get listed. The industry seems divided. Suggested BPO critical mass range between $100-250 million in revenues to get listed in NASDAQ and a modest $25m is enough to get listed in India's BSE.

Currently the BPO industry is operating at 10-12 per cent EBITDA margins and command a P/E multiple of 18-25. KPOs have higher EBITDA margins of about 15 per cent. Many BPOs are wary of getting listed on BSE as the industry knowledge is poor.

A BPO sees some merit in going public. Besides the fact that investors get to monetize their stake or having cash reserves to buyout other BPO assets (like in the case of Genpact), it will also have a better image since it will be subjected to frequent compliance / process audits and its affairs are open to shareholder scrutiny.

Unlike an IT company, setting up a BPO is capital intensive. Experts say it takes about $6,000 per seat to set up a BPO while a software company can be set up at an investment of about $2,300 per seat. Thus unless you have over 2,000 employees and are profitable, one should not even think of an IPO. While private equity is always an option, an IPO can offer 10 times the valuation.
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Hamlet's soliloqy comes to mind... To be, or not to be (public)...!
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Wednesday, August 01, 2007

Stopping at nothing

Arvind Singhal, Chairman, Technopak, has a nice rant in Business Standard this morning on evolving Executive Compensation scene in India.

Arvind raises this issue – “what exactly determines (and should determine) how much professionals should be paid for a given level of intellect and hours spent on-the-job.” He reflects and concludes that life isn’t fair on all.

He’s got a point. But even in companies that pay very well, attrition is uncontrollable. What does that mean? Is there another domain that is more lucrative or rewarding? Or is it just reckless poaching? The only way to discipline is by laying down proper metrics to measure performance and reward in proportion. Notice that `D’ (as in `Development’) in HRD is long gone and it’s just HR now - an admission of collective despair, perhaps. It's like saying "sorry guys, we can only pay. Develop on your own". And they do that by voting with their feet. Why brood then? It’s this missing "development" aspect that prompts people to leave. Sooner they get that D back in, there’s hope. Remember, wage escalation minus relative growth would mean increased overheads, lower ROI. That means a dog's life for the shareholder - a character that's been taken for granted far too long. The day he stages a walk out with his capital, it'll be curtains for executives' glitzy life on reflected glory. Think of that mortgage on the Penthouse just bought !
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