ICWAI, USE ink MoU for info exchange, co-operation

The MoU entails sharing research materials, publications, educational literature, demonstration material and information

The Institute of Cost and Works Accountants of India (ICWAI) and United Stock Exchange (USE), today signed a Memorandum of Understanding (MoU) for exchange of information, consultation and co-operation, reports PTI.

The MoU entails sharing research materials, publications, educational literature, demonstration material and information, a press release issued in Mumbai stated.

It will also include the organisation of joint conferences, exhibitions and seminars and joint research programmes, the release said.

ICWAI president, G N Venkataraman, said that "the signing of the MoU with United Stock Exchange is an important platform to enhance and update knowledge of the financial market, a move which will be beneficial to both the parties."

As part of the on-going MoU, USE will conduct awareness programmes for members of ICWAI across the country.

These programmes will comprise seminars, workshops and research programmes in all major Indian towns and cities.

Trading membership would also be free for ICWAI members and other cross-section of investors till the launch of the exchange, the release said.

USE managing director & CEO, T S Narayanasami, said that "The aim of this MoU is to empower people with knowledge and develop skill-sets pertaining to financial markets and sophisticated instruments."

USE is the country's newest stock exchange for currency derivatives.


30 PEs exit India in April-June period; withdraw $1.46 billion

Experts feel that the quarter-on-quarter increase in the PE exits was driven by equity firms' profit booking on account of the significant recovery in the stock markets

Private equity (PE) firms have offloaded stakes worth $1.46 billion in the Indian companies during the April-June quarter this year, reports PTI.

Research firm VCCEdge says 30 PE firms have divested stakes worth $1.46 billion during April-June this year against 29 PE firms that disinvested $820 million in the same period last year.

Experts feel that the quarter-on-quarter increase in the PE exits was driven by equity firms' profit booking on account of the significant recovery in the stock markets.

SMC Capitals’ equity head Jagannadham Thunuguntla said the exited private equity firms were part of the investment wave that flooded the Indian market in 2006-07.

"Such investments generally have a time horizon of 3-5 years, so now was the right time to exit as the market has been sustaining at decent levels for almost a year and the investors could book profit at the current levels," he said.

However, he added, "going forward if the markets come under pressure as expected, the exits may go down as bringing initial public offers will not be possible in the weak market."

Some of the top private equity exits last quarter included Symphony Capital Partners Ltd, which divested $694 million from DLF Assets Ltd, WL Ross & Co that sold stake worth $127 million from SpiceJet and Saif Partners that disinvested $124 million from Intelligroup Inc, VCCEdge report said.

Value Research Online CEO Dhirendra Kumar says market fluctuations due to the euro-crisis have led PE investors to lose confidence, wherein they preferred to exit investments in the Indian companies.

He nonetheless added, "There is a normalisation in the market and the valuations have picked up."

Out of the 30 PE firms that exit during the period under review, 15 took the public market sales route, nine exited via merger and acquisition, three by secondary sales and two made their way out with buyback option.

Only one firm chose the primary market route of exiting via an initial public offer (IPO) as firms are still sceptical on the company valuation offered in the process.


‘In terms of operating costs, ours is the lowest’

Aditya Birla Retail Ltd’s retail chain ‘More’ has been on an expansion spree. Thomas Varghese, CEO, explains to Pallabika Ganguly on how his company structures its retailing model

Pallabika Ganguly (ML): What kind of store format do you think works in India?
Thomas Varghese (TV):
Most of the retailers are present either in the supermarket or hypermarket format and we think these formats work in India. We are present in both the formats — supermarket and hypermarket. We have seen phenomenal response in the hypermarket space as we recently opened two new stores – in Rohini, Delhi and Saroor Nagar at Hyderabad.

For the first one month, the minimum footfalls in our Delhi store were 12,000 and the maximum was 26,000. Forum Mall in Bengaluru gets footfalls of 15,000 on weekends. Here was a small store opening in a mall where nothing was functional and we got this kind of great response. We reported revenue of Rs10 crore in the first month (May 2010) after inauguration. For the Hyderabad hypermarket, in the first five days, we reported Rs2.5 crore worth of sales.

ML: How has this good response come about?

We do an intense survey before opening a hypermarket in a particular location in any city. Six months prior to the opening of a store, we send our entire merchandising team (consisting of people who look after various categories of goods) to the catchment area (5 km around the store). These people approach 30-40 homes and they conduct in-depth interviews. These interviews last for 3-4 hours. Our team does 3-4 interviews in a day.

After 30 interviews, we gather what the consumers in that particular catchment area require. Consumers are selected randomly for the interview. We select a few people from the primary location (1 km from the catchment area) and secondary location (5 km from the catchment area). The team observes everything from clothes to furniture to utensils used in a household when the surveyor visits a home.

After the survey, we conduct two focus-group discussions. We choose 10-12 pre-meditated people and we hold a discussion for them to know their needs. We even do competition survey for modern retail, ‘wet market’ and even unorganised retail. We combine the outputs of these two discussions—based on it, we create the assortments for a store. The combination of assortment, pricing and store atmosphere has helped us to create great stores.
ML: Can you throw some light on your top-line, operating cost and capital expenditure figures?

Being a three-year-old company, we lead in top-line, we lead in margins, and we are the lowest-cost operator in the country (in terms of operating cost). We operate in the lowest capital expenditure (capex) cost and we manage our working capital the best. For example, in the hypermarket segment, we manage our operating expenses in the range of Rs110 per sq ft to Rs120 per sq ft while the competition manages it at around Rs130 per sq ft to Rs180 per sq ft.

Our capex cost is Rs1,150 per sq ft while the competition costs are at Rs1,400 per sq ft to Rs1,800 per sq ft. We report 19%-20% margins (including dumping and shrinkage). There are 16-year-old retailers who report 18% margins.

ML: What are your expansion plans for the current fiscal? What is the cost of setting up hypermarket and supermarket stores?

We have currently opened three hypermarkets (Rohini, Saroor Nagar and Thane) in the last four months starting from March 2010. We are looking at opening 10-12 stores in the current fiscal. We are planning to open two More stores before the end of this fiscal in Hyderabad. Two More stores will also come up in Delhi.

We will open one store in Nashik and one store in Mumbai by the end of this calendar year. We are planning to open one store in Bengaluru in the current fiscal and two more in the next fiscal in the same city. In the next financial year, we are targeting the opening of 14 hypermarkets.

ML: There are very few good locations currently available in the market. What kind of deals are you getting for your hypermarkets?

It is true that they are very few good locations currently available on any retailer’s platter. We are mainly finalising deals with the combination of minimum guarantee and revenue-share deals. By and large, most developers have agreed, because there is an upside for them also in this deal. It is a win-win deal for both developers and retailers.

ML: What is the current rent-to-revenue ratio that More is operating at?

It should not be more that 4 % — for example, if we are doing business turnover of Rs6 crore, we do not pay more than Rs24 lakh as rent.

ML: What is the reason for the ongoing consolidation in the supermarket business? What are your expansion plans?

We are done with consolidation. By 2012, we should make operating profits. We target to turn EBITA (earnings before interest, tax and amortisation) positive by 2012 both at the company and at the supermarket level. By 2015, we will start making profit after tax.

We currently operate 530 stores across 12 States. We have closed about 100 stores and we plan to open an additional 100 stores in the current fiscal. We want to add more stores in south India as we have a very strong base there with 396 stores. We are looking at cities in States like Kerala, Tamil Nadu and Andhra Pradesh.  
ML: Last year the company had 350 private label brands. What are the expansion plans in this category for the current fiscal? Which are the new categories that the company plans to enter, in the private label segment?

We have reduced private labels in the fast-moving consumer goods (FMCG) category to 290 from 350. We want to focus more on volumes rather than just adding more products.

In staples our private labels are more than 200. Private label sales are 19%-20% of the total Aditya Birla retail sales. We are planning some special schemes to push volumes in private labels. We are also focusing on increasing the customer base in our loyalty programme, ‘Clubmore’. We currently have a subscribed customer base of 1.3 million across India. Private labels in our stores are priced at 10%-15% lesser than branded retail outlets.
ML: The company reported Rs1,130 crore turnover at the end of March 2009. How much was it last year and what is the target for the current fiscal? How do you plan to achieve it?

  In FY09, we reported turnover of Rs1,130 crore; last year it jumped to Rs1,440 crore and in the current year, we are targeting revenue of Rs1,800 crore.We will achieve the target by improving performance and opening new stores. We are expanding from six stores in hypermarkets to 14 stores in 1.5 years. Each hypermarket will contribute Rs5 crore-Rs6 crore worth of sales every month.

ML: What kind of growth do you expect in the current fiscal?

We expect to grow by 25%-30% in the current fiscal. We are looking at various ways to improve our top-line performance, margins and to reduce cost.

ML: There are talks on allowing foreign direct investment (FDI) into multi-brand retail. What is your view on it?

There is going to be a lot of discussion for a couple of months on it. FDI can be through a strategic investor or financial investor. The government policies do not talk about the portfolio investment route. The government is silent on this type of investment. The government has to make one stand very clear—will they allow financial investors (private equity players) to invest in the portfolio of a company? India needs FDI for the retail industry to grow.




7 years ago



7 years ago

The profitability can be further improved if focused on customer service such as helping out with the best brands,more membership cards and quick clearance of bills at the billing counter.

seema agrawal

7 years ago

How do the stores decide on category removals from the stores. Especially when there is a huge fee charged from brands to come into the store, why is it that the brands are not informed or consulted before delisting them.

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