Another dream run... The usual for RIL!

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Every single avenue explored by Mukesh Ambani has managed to create an impression not just at the bourses but on the country’s flourishing economy as well. With revenues that touch 3% of the nation’s GDP and close to 5% capitalization of the entire market put together, Reliance Industries is today a behemoth born out of Dhirubhai’s dreams and carried forward by Mukesh’s market might. While the IPCL acquisition has made RIL a dominant entity in the petrochemicals domain, it also dominates fibre intermediates, polymers & polyesters. Reliance’s strategy in its oil & gas business has been to vertically integrate in this sector. It has thirty four blocks for exploration awarded under NELP by the government, exploration in countries like East Timor, Oman & Yemen, rights for production & exploration and 30% interest at Tapti & Panna-Mukta fields. RIL’s exploration portfolio got a boost with 18,500 square kilometers being added up from the sedimentary basin in the country. The company also made four fresh discoveries (one at NEC25 and three at the KGD6 block) in the last few months. An analyst at India Infoline points out, “KGD6 will commence operations by H2, FY09 and with huge finds at CBM & NEC, the contribution of E&P segment to both revenue and profits will surge significantly.” Furthermore, reports reveal that the actual gas reserves at the KG basin are around three times the known existing reserves, which means the boost to RIL’s bottomlines will be tremendous. The company is in the process of building pipelines that would market the gases that are explored in the KG basin and an investment of Rs.60 billion has been put in place for the same.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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The Bajaj supernova!

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Will Bajaj emerge as a winner from demerger?

It has become almost a ‘business objective’ among two wheeler manufacturers to focus on specific segments. Hero Honda did it with the entry segment and now Bajaj is demonstrating this by focusing on the premium segment.

Bajaj as a company is India’s second largest two-wheeler manufacturer and maintains a market share of 34% (+3 points). Apart from the pulsating performance in the domestic market, the company is also going great guns in the international markets like South East Asia. For 2006-07, Bajaj Auto had revenues of $2.38 billion and profits worth $309 million.

It seems that Bajaj is well ensconced in its chosen track and the recent demerger, forming Bajaj Holdings and Investment Limited (BHIL) and Bajaj Finserv Limited (BFL), is just a pointer towards bigger plans for the future. The de-merger might unlock value and leave more room for appreciation for investors.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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FMCG companies have lined up truckloads of money for branded groceries & for enhancing their rural presence; that’s the way the market is headed!

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If Caesar believed in ‘Veni, Vidi, Vici’, then FMCG corporate czars have resorted to variation (of products), ventures (into newer arenas) and victuals (or branded groceries) to grab the Indian market space. Yes, for the FY07, Indian FMCG companies have charted their own growth path through product proliferation and are now venturing into newer businesses like retail. According to estimates of SSKI Research, the FMCG industry grew by 17% in FY06, owing to back-end investments, and consecutively, the sector has sustained this growth through even front-end investments into retailing and new product introduction.

From global giants like Unilever to indigenous players like Godrej Agrovet, all players within the industry have started regularly unveiling newer products. And all these newer products happen to be in the two most lucrative segments of the industry – foodand personal care.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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How the Kosovo situation is handled will determine EU’s credibility

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Confronting the disintegration of Yugoslavia in 1991, former EU Council President Jacques Poos made his famous but now derided statement: “This is the hour of Europe… not the hour of the Americans.” What the EU learned from the subsequent four years of Balkan disasters under its management is now being tested by another major turning point and potential crisis – when and how Kosovo is to become independent. Once again, Europe’s role may well prove decisive.

The decision on Kosovo may not imply the prospect of renewed large-scale conflict, but it does raise serious questions for Europe’s relations with Russia and the United States, as well as for stability throughout the Balkans. While the US has a major stake in the outcome, EU countries obviously have the most significant interests in the region, and perhaps this time they will assume a corresponding leadership role.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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