Monday, August 11, 2008

The Maximum Returns

When analysed category wise, the maximum returns were delivered by the Gold ETFs, a huge 41.56% return per annum. S&P CNX Nifty (12.63%), Sensex (12.46%), Equity FMCG (11.72%), Equity banking (11.49%) and BSE Small Cap (10.73%) were others who managed to delivered handsome returns. But, sectoral fund categories (Technology and Auto) have delivered negative returns to the tune of 15.38% and 14.88% respectively.

A careful analysis of the performance of the existing 34 fund houses reveals that there are schemes, which have offered returns higher than stock markets despite the market mayhem. Interestingly, most of the outperformers are actually equity-based funds. And analysts are hopeful about other equity-based funds will also bounce back soon. Sharing his views with 4Ps B&M, Sudip Bandyopadhyay, CEO, Reliance Money avers, “Barring past two quarters, the returns from the diversified equity MF have been over 40% CAGR over past five years… we should understand equity per se is associated with risk; but we believe this is a temporary correction more to do with global factors than over our own economy and in the medium to long term we believe equities will definitely give better returns as compared to other assets classes.” His words justify the basic investment rule: if you want handsome returns, invest with a long term perspective.

Despite present market volatility, Assets Under Management (AUM) of the MF industry surged by 55% to Rs.5.05 trillion as on March 31, 2008 from Rs.3.26 trillion a year ago. In addition, more than 600 new schemes were launched during last year and as many as six brokerage houses are awaiting regulatory approval for commencing operations. Notwithstanding the present downward trend, estimated market surges in the near and distant future, are all set to compound the potential of the industry. Analysts expect to see an annual growth momentum of over 35% per annum, in years to come. The Boston Consulting Group (BCG) assesses that the asset base of the industry will touch $520 billion by 2015.

Yet, the present market volatility cannot be ignored. Combined with a global economic slowdown, fears of a US recession, deteriorating domestic fiscal scenario and of course, over dependence on foreign fund flow, market pundits continue to point toward uncertain times, and NAVs of major funds have crashed nearly 25-30%. Avers Ashok Jainani, VP, KSL, “The markets have turned volatile and reacted sharply to the crisis in global financial markets over the last three months… The NAVs of equity funds have dropped to reflect the turbulence in equity markets worldwide.”

But lower NAVs also appear as a blessing in disguise, as investors are now prudently considering the scenario as the best time to invest. Such investors, even if they don’t care for ‘statutory warnings’, the 4Ps B&M Best and Worst Mutual Funds list will serve as a ready reckoner about which funds have done well till now, and which have ripped apart investor hopes. Anand and his ilk can be just that much more future ready!

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Wednesday, August 06, 2008

“Cars are what I breath”

A 4Ps B&M exclusive with the man who would be king... Fourth in line after Chairman R. C. Bhargava, Maruti’s Executive Officer, Mayank Pareek speaks...

"As a market leader our strategy is to be in all the segments and with full force. When we think that the market is right, we time our entry"On the future of the small cars Mayank Pareek,Executive Officer (Marketing & Sales), Maruti Suzuki India is known to be a small car market for quite some time now and this is primarily because of the low penetration levels here. As of now only 9 out of 1,000 people own a car. Naturally, every body desires finally to upgrade. So we look forward to help this vast multitude of population to get a car. To give a prospective, even countries like Pakistan have car penetrations of 20 per 1,000! So demand for small cars will always be there in India. Secondly, if you see demographic wise, if you divide the households into 4 categories, i.e. deprived, aspirers, middle class and rich-the middle class households will almost double to 48% by 2010-11. Therefore demand for small cars will be extremely big.

On Maruti’s penetration strategy
As a market leader our strategy is to be in all the segments and there with full force, but we time our entry. When we think that the market is right, that is the time we enter. So today we offer from entry level 800 to the Grand Vitara, so we offer a full gamut of options to the customers. As market for larger cars opens up, we have launched the SX4 and DeZire.

On A-Star concept & India role
See design is a collaborative project between India and Suzuki Japan, but yes Indians are playing a big role. This car is made in India for the global market and supplied through out the world. India will be the central manufacturing hub. In October we will launch the A-Star and the Splash sometime next year.

On Maruti nich product plans
Every vehicle performs to expectations of the concerned customer. India as a country does not have large numbers and we are a mass manufacturer here. We enter a market with large numbers, when the market is ready we will enter it in the future. There are very small number of customers who want those niche products, volumes have to be at least in thousands.

On image enhancers
We have always been launching limited editions through out, like the versions of the Zen (Carbon and Steel). As we talk about brand enhancement and image buildup, we already do two big rallies. ‘Raid de Himalayas’ and have been doing it for the last seven years and it is extremely popular. The whole point is to connect with the youth of this country. Then there is the rally ‘Desert storm’, with participants from India and abroad. The idea is to build the brand and to know the customer.

On being customer focussed
Continuously our endeavour is to launch vehicles which suit this country and when we launch we look at the leadership position, we don’t want to be marginal players. So our core strategy is customer focus rather than product focus. What ever the customer wants we will provide. If he needs new model we will provide them, if he needs new engagement in terms of brands we will do that as well. So we continuously try to evaluate what the customer requires. This is a continuous process. Almost 700,000 customers visit us every month and tell us things that helps us in building our future strategy.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Tuesday, August 05, 2008

Touching today and tomorrow

If you ever plan to use your employee as your brand ambassador, remember to take a leaf out of HCL’s 30-second spot book...

It has always been an asking task to give a human face to technology. But for the Indian technology giant, HCL Technologies, it wasn’t very difficult to showcase how over the years, the company had unwittingly become an integral part of its consumers life. After all, HCL has been India’s sole hardware brand for decades. So, in April 2007, when HCL decided to give itself a modern and global face, the domestic tech giant picked its own employee to make a communication splash. With a telling tagline – ‘Technology that touches life’ – the commercial began with a hitchhiker (an employee of HCL) taking a lift from an investment banker. During the journey, the hitchhiker explains how HCL Technology is an integral part of everyone’s life. Exactly a year later in April 2008, HCL technologies came up with a sequel to the ad in which the world is shown coming to the employee and talking about HCL making an impact in their lives.

If you are still wondering why an employee was the chosen one for this task, ask M. Sundararajan, Associate VP-Marketing, HCL Technologies. “HCL’s 55,000 employees are the very heart of the company and key among HCL’s stakeholders and HCL’s catch phrase. What better route therefore than to use the HCL employee as the protagonist, which instills a sense of pride and a strong connect with the brand,” says Sundararajan. Small wonder that unlike MNCs in the domain (Lenovo, HP, et al), the brand has steered clear of roping in a celebrity ambassador till date. And the strategy has indeed paid off. A brand tracking research conducted by IMBR, revealed that HCL leads in the ‘Top of The Mind Recall’ amongst IT companies and has an equally high ‘Spontaneous recall’.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, August 04, 2008

Now for some Micro’hard’ talk

What had started as a good ol’ peaceful offer for merger, is now turning into a rather unpleasant war of words between Steve Ballmer and the Yahoo! board of directors.

Despite an elongated period of negotiations (since Microsoft put forward their proposal to buy Yahoo! at a 62% premium to the closing price on January 31, 2008, the day preceding the announcement), the stalemate continues. Steven A. Ballmer, CEO, Microsoft Corp. said in a letter on April 7, “The goal in making such a generous offer was to create the basis for a speedy and ultimately friendly transaction.” But since speed is a pipedream still, Ballmer has threatened to take the battle to the shareholders and also that the valuation will be reduced significantly.

“Yahoo! is pulling out all the stops to try to prevent such an acquisition, primarily because I believe management really does feel that Microsoft’s $44 billion offer is too low,” feels Richard Dorfman, MD, Richard Alan Incorporated (a New York-based investment firm) and Chairman, TransMedia Institute. If first quarter numbers are good, it would signify Yahoo!’s best shot at gaining some power in negotiations with Microsoft ahead of its Saturday deadline to accept the software company’s nearly $44-billion takeover offer. A good Q1 would mean that Ballmer eats crow.

Even if a combined Microsoft-Yahoo! is unable to dethrone Google as the online advertising leader, the combined company would still be a very substantial player in this extremely profitable business. The present Yahoo! sentiment is tough to agree with but the situation shows it all. Others are equally getting vehement at the situation. “At the moment, Microsoft is mired in a three-dog fight to acquire Yahoo!”, reveals Marc Edelman, a New York law professor with an expertise in antitrust law. At present it’s competing against Google, which has tons of free cash flow and AOL, which presents lower antitrust risk. At least publicly, Microsoft is the only company that has submitted a formal acquisition bid. Plus, of these three companies, Microsoft may stand to benefit most based on synergies between Microsoft’s core business units and Yahoo!’s web-based capabilities. “Yahoo! will eventually sign a sale agreement with Microsoft but is using Google and AOL to try to convince Microsoft to both increase its bid price and incur the antitrust risk of regulators rejecting the deal on antitrust grounds,” adds Marc.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative