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Showing posts with label companies. Show all posts
Showing posts with label companies. Show all posts

Tuesday, February 19, 2019

One problem with Indian capital risk return matrix

One problem with Indian corporate and their regulation can be summed up in the chart below.

Ideally a simplistic capital risk return matrix looks like this (click picture for larger version). In the best of places it comes close to this. Note that this is a simplistic depiction.
Ideal Capital Risk-return matrix


In India, it looks like this:
Indian Capital Risk return matrix
This is law enforcement issue as well as information issue. There is lack of regulation on conflict of interest between promoters and investors (small and big), there are many issues related to corporate governance. There is paucity of information to ratings agencies and these days the rating rigour is under a cloud with intense competition.


The chart also tells us why India does not have a deep bond market. Since my days in CRISIL, we have been harping on the improving the depth of bond markets. But so long as the risk-return profile continues there are no incentives for it.

The dispute resolution mechanism is abysmal. It is particularly unwieldy, long winding, costly and infructuous in the end. This has hurt investment in the country. Once this is fixed India will have unprecedented growth in equity and bond investments.


Thursday, February 07, 2019

Questionable Promoters' action

Deepak Shenoy from CapitalMind has an excellent blog and website. His post today titled Jubilant Backtracks From Paying Promoters For Brand They Don’t Really Use deals with some questionable actions by the Bhartias. Below are edited quotes from that article.

Jubilant Foodworks and Jubilant Life Sciences in a board meeting, they proposed a 0.25% royalty on consolidated sales for using the “Jubilant” name , to each of the companies.
To give you a perspective Jubilant Foodworks is franchisee operator for Dominos and Dunkin Donuts both well known US brands. Jubilant Life Sciences is a pharma company in generics and contract manufacturing.

The article further details various business groups doing this activity in some form or other. The two prominent ones that are missed in that discussion are the Aditya Birla Group and Kingfisher. Here are some from the article:
  • Royalty from listed companies - 
    • Colgate from Colgate India (4.8% of turnover) 
    • Unilever from HUL (3.15%), 
    • Dominoes from Jubilant Foodworks (~3%), 
    • JSW Steel to Wife of Promoter (INR 1.25 billion)
    • Tata from Tata companies using Tata name (0.25%) 
    • Tata from Tata companies not using Tata names (0.15%)
    • Muthoot group
    • Shriram group
    • Wadias (intending) from Britannia Industries
  • Loans to promoters later written off
    • Network 18
    • DHFL (Alleged)
  • Merging promoter companies with listed ones at unclear valuations
    • Satyam
    • JPAssociates
    • LEEL
    • Eon electric (attempted)
    • Vedanta
    •  
  • Financing Promoter lifestyle
    • Raymond - maintaining Raymond House

I do not like these kinds of "promoter earnings". You are either a promoter or an employee - don't be both. These should come within the purview of related party transactions irrespective of their materiality.



Thursday, January 11, 2018

Knowledge improves Risk Mitigation

Improved knowledge of business domain: A person who has better knowledge of the nature of risk is better placed than person without any knowledge.  What you want to know is - where are the bargaining power centres, do you understand them and who owns them and whether you can change those. Given my knowledge of pharma and allied sectors, I do not invest in pharma.

Improved knowledge of parties involved: If you know the founders well, you may be able to take higher risks than otherwise. You may also "know" competitive landscape - what they think, how they act.

Mechanisms to hedge risks are available and known: Hedging mechanisms are not always obvious. Not always "options" will solve your problem. Your knowledge must be comprehensive enough to determine what are the hedging mechanisms involved. Sometimes you can create an alternate product line to improve your bargaining power. 


With knowledge, you can better understand the risks. For you, the risks will be lower than others.

Monday, October 24, 2016

What should Twitter be?

Twitter is in the news for the wrong reasons. On one hand, the subscribers growth is slowing, and profits are not up to the mark. There is confusions as to the business model and if it can ever make money. Google, Salesforce, Disney and others were mulling acquiring Twitter. I think Twitter is more valuable than even Facebook (if you ask me) and it will be a core-architecture for the social web. Here are my thoughts on Twitter's business model and how. 

[Shameless plug: The background for the discussion is my interest in business models and my ideas of firms and how they create value. The frameworks are detailed in my book "Understanding Firms: A Manager's model of the Firm" - please buy it. ;-)]

About my twitter use first
I have been a twitter user for some years now. I don't over-tweet but I guess I should be in the approximate middle as to tweeting. But when it comes to consuming the tweets, I think I am a super-user. I have neatly segregated lists and I scan them using Flipboard and Tweetdeck. I also like to share what I read on / through Twitter. You can find/follow me @rahuldeodhar by clicking my username. So let us begin.

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Tweets fall into following categories -
  1. Link to content from the web - example linking to videos etc. [Sharing domain]
  2. Comment on content on the web (on twitter / outside twitter) [ Commenting domain]
  3. Opinion/Views about things - including witness view, etc. [Content domain]
  4. Personal updates - status updates [ Personal domain]

The Twitter Stream is like a river with all these mixed up from various sources. It is impossible to make head or tail of it if you want to read it. It is like watching the river from a bridge. It is all ok for some time but is not critical - it is a leisure activity. If you really want to do something interesting with it - you can't. If you want to track trouts - well from your perch you cannot. If you are a master user you are like a diver facing the current trying to analyse the water. Whatever analysis you do is useless because the stream has changed by then. 

So that is why advertising on Twitter is so damn difficult. As difficult as it is to interrupt a diver studying water with a TV commercial. The diver doesn't dive that often, and when he does, he doesn't want to look at your TVC. It is very difficult to read the twitter stream - ads make it worse.

Twitter is like a monologue for most of the people, most of the time till others start commenting, sharing and you start getting reactions (not the button based reactions but real comments). Then it becomes interesting. If you are too popular, it turns nasty (sometimes) and resembles a bar fight or a cake fight from Charlie Chaplin movies.

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But Twitter can become more relevant
Twitter can become the default commenting engine of the web - become disqus++. Twitter sits at the junction of comments and sharing. This is win-win for websites that generate comments as well commentators and for twitter. If someone is posting a long form comment, the first 140 characters will only form part of the tweet. This will force people to summarise their comments and it will be easier for authors and really interested parties to parse the detailed long-form reply at the web-page itself. [swelling the stream]

It can also become default Reviewer of choice. Reviews are essentially comments to something - either product, services etc. Ease of being able to pinpoint what we are reviewing remains a challenge. So say when you are reviewing a Phillips table lamp should it be tagged to product page in your country or to product page of Phillips international - well those things is what Twitter R&D spend of $800m should be used for. It can substitute product reviews in amazon, sites like good reads etc. [swelling the stream]

But it may be better to avoid hosting content. A few good things Twitter has done is to integrate photographs and videos into the stream. Twitter can choose to partner with YouTube and Google Photos or say Flickr for it or it could go on to become a content development platform - like medium (say). To me, there is value in letting content reside with YouTube or Flickr and using the Tweets itself to gather data. There are many arguments as to whether sequestering content behind login walls is good or bad. (Facebook likes it, google is fairly open). I prefer open architecture. It is like building cities v/s building walled communities - cities are much nicer. [swelling the stream - though not too much]

If you note carefully, Twitter can address two strong models - create once publish everywhere (COPE) and Diverse Information Sources in one stream (DISOS). I concocted the last one so apologies if it sounds clumsy. While the first allows easy of creating content, second allows ease of consuming content. Remember for advertising models consuming content is important. 

Twitter also need to universal Tweeting, specialised Stream reading. It already has universalised tweeting. You can tweet from any app/webpage etc from phone or computer. Or you can go to the Twitter website or its app and tweet from there. I use the Twitter website / App for reading the stream rather than tweeting itself. But reading is cumbersome. Tweetdeck is one way of segregating content based on usernames and hashtags. But even Tweetdeck is difficult to parse. Flipboard is easier to parse but a  bit weird in formatting. Twitter needs to develop apps that help user read the twitter stream better. [Reading the stream]

Twitter stream-reader, must complete the information picture the way Microsoft's Photosynth compiles the photographs from various sources. Twitter is it's information equivalent. If I pivot the twitter stream on a person, it should give me the subject-clustering of tweets of that person. If I pivot the twitter stream on a topic, it should people-cluster the tweets into groups - my followers and within that based on my lists. In both these views we should have ability to go back at least one day (for consumers). [Reading the stream]

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How to Generate Revenues
Twitter has been a platform of choice for news-dissimination. Twitter must take it to its logical conclusion. Twitter can replace the newswires - all of them in one go. For this, Twitter needs to use pre-identified usernames. It already does that with verified accounts. It will need a customised App for distributing and reading newswires. I cannot see why it cannot be done. By itself newswire business is about $3-5 billion with possibly about 12-14% profitability. For twitter, it may be more profitable. [separate newswire business]

Twitter based News channel is also a possibility since the news is there in the stream, videos are there and you can combine those using pre-selected usernames (handles) and tags. It can set up programming automatically just by relevant people tweeting about it. Facebook and YouTube have started live video dissemination, but in a stream they make no sense. But curated videos allow you to create topical channels. Twitter should also be able to hash YouTube existing video library into a proper playlist of sort. Advertising through this will be easier. [reading news stream]

Twitter Stream-Reader Pro can be a fully loaded stream-reader that can help clients get easier view on the data stream in terms of their relevance. Imagine Ford Mustang Twitter Stream-REader Pro (FMTSR Pro), it will read the streams about Ford Mustangs and then give you detailed analytics. If I was Twitter, I would hard code "Ford Mustang" into the this FMTSR-Pro and charge Ford for yearly use. The same App with modified hard codings can be deployed for others say Lego. For Glaxo or Pfizer it can drill down doctors and non-doctors into the categories. Twitter currently does sell the stream analytics but the revenues from that is quite low - about 10% of the revenues. I would presume it should account for 80% of the revenues. So there is a lot of potential in this. [ corporate stream reading]

Customer Service Pro can mine the stream for companies listen for customer complaints and engage the customers using DM. This can be even now but I can see Twitter being able to add analytics to aid the customer services. Personally I had super experience from Hyatt who solved my problem through twitter. From then on I personally air my grievances on Twitter so that if any company is listening then I can get help quickly. Indian ministers use twitter to solve emergencies - Railways and External Affairs ministries are quite active. I presume companies would love to use Twitter to solve their customer's problems. This function should ping companies when a customer tweets about bad experience he is having with the company. It should allow the companies to set criteria as to when alerts are triggered from the stream reader.

Twitter Topic Tracker can be a reader that tracks specific topic - say wind surfing, pottery or something. At present users have to create the lists as per their own specification and these lists can be public. The problem is in a list of economics we get general tweets (say happy birthday to my daughter) by economists but miss the economics tweets by other people who are not in the list. There should be some way of fixing this. Advertising in the viewer of this Topic Tracker will be more relevant and therefore more lucrative and sensible. [ to curate better advertising]

Twitter can create publicly sourced Subscription Magazines just like Flipboard or Paper.li with relevant tweets compiling into readable magazine. Twitter can take share of these subscription through a twitter-owned store and distribute subscription to contributors (original and those sharing them), using some acceptable equation. (So content creators take 75% of the revenue based on reads, clicks, shares etc. the individual share of creators can vary While those sharing get 1% of share of the content creators and Twitter takes 20%). Using the stream, Twitter can compile edited-book like special editions giving complete spectrum of opinions on selected topics. There can be advertising within these magazines and revenue sharing with content creators. So for example, Twitter can compile a special edition on "Manufacturing Policy" or "Dodd-Frank Bill" by experts and add value to the journalistic discourse. [content curation and advertising]

Twitter can also give a Event Live-view using tweets by general public (those by reporters go through the wire I am presuming) and create a Stream reader view that gives overall picture based on live tweets as to what exactly is happening. This might require integration with AI algorithms to parse value of information shared by a particular Tweet. Currently, search results that give "top tweets" tends to tell us this but it needs improvement. [Stream Reading] 

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Now with all these developments, I think Twitter should have been more valuable to news websites. It is indeed sad that Twitter cannot monetise itself better. In the present post I did not want to consider the operational parts of Twitter strategy because John Hampton has already considered them in his two fantastic posts Some comment on the Twitter buyout rumours and here Measuring how bad Twitter is. I hope Twitter heeds them. John Hampton is seldom wrong. Fred Wilson and Union Square Ventures were early investors in Twitter. I hope they understand the possibilities and take corrective actions.
 

Disclosures: I have no investment in twitter. 



Wednesday, October 19, 2016

Can MTNL and BSNL be salvaged?

I happened to look at the websites of MTNL and BSNL for seeking out their annual reports and financials. Long ago, I don't remember exactly when I concluded that it is a waste to invest in public sector telecom companies - MTNL (BSNL is not listed). It was so far back in antiquity that I thought may be it is time to revisit the decision. After all MTNL is a nav-ratna company - meaning it is prized Government PSU. Alas I was horribly wrong.

Where are the financials?
MTNL or Mahanagar Telephone Nigam Limited is listed for 20 years at least. But I could find only 2 annual reports. No quarterly information was available on the site. The website links to some other mtnl sites but the links on the site did not work.

The first rule of getting investor interest is to make all financial and operational data available. I was expecting to look at ARPUs of land lines, mobile, their satellite network subscribers etc. 

Shameful numbers! 
The two annual reports reveal pathetic situation. MTNL has employee cost 76% of revenues. Yes 76% [Seventy-Six] - no it is not a typo. The report talks of legacy issues with the government employees who cannot be sacked and do not work. These numbers make BSNL cost structure of employee costs at 52% of revenue look respectable. 

As a comparable IDEA Cellular has employee expenditure of ~4% of Total revenue.

How to fix MTNL / BSNL?

So can these companies even be salvaged? I think we need radical reform.

  1. Disclose all information - no matter how ugly. Go back and disclose everything. Let us have ARPUs, Segment-wise, detailed costs as much drill-down as possible. From these numbers someone may be able to gather the strengths of the companies.
  2. Ground Realities - corruption and compromised staff: The sad reality is that the staff of MTNL works for private companies. They take bribes and ensure poor service quality thereby herding the customers in droves in the arms of private telecom service providers. I have also seen MTNL linesmen working for private land line operators in Mumbai. They take home dual incomes. 
  3. Staff Costs are too high: MTNL costs at 76% of revenues and BSNL are at 53% wheresa idea cellular is at 4%. There cannot be any rational justification for this mess. More than MTNL, the government of India should take a decision and remove this staff. It will be difficult for MTNL to bear the burden of this. Let the staff be transferred to some other productive work - which they are incapable of. Just pay them and let them go. At least they won't damage the government elsewhere.
  4. Asset sweating and location leverage: Both BSNL and MTNL have superb location from where they operate. These locations can work for telecom base stations, interconnection zones and network switches for all firms. Such operational asset sweating can release vital cash for operations.
  5. Good Telco - Bad Telcos solution:  Create a new listed Telecom entity - say National Telecom and sell MTNL and BSNL assets to that entity and order closure of MTNL and BSNL under Companies Act. There is no reason to have two telecom companies in the same business with different geographic coverage.
  6. Keep transparent pricing plans and decent customer service and customers will flock to PSUs. Those with customer service of private telcos will agree whole-heartedly. With complicated subscription plans and bill discrepancies private telcos are sitting ducks.
  7. Telecom-Internet-TV Fibre bundles: The current landscape allows for one state-owned voice-focussed player. After 5 years there wont be any such opportunity. However the PSU Telco will have to quickly shift to data and preferably internet and TV offerings together. It will be easier for this entity to operationalise this than other private operators.

If you let me run these two, I can make them profitable in 3 years. 


Friday, August 19, 2016

Why is resolving Non-Performing Loans (NPL) is so difficult?

The management/resolution of NPLs has acquired renewed focus with banking sector under stress for many years. The Economist comments on it this time about Italy's NPL problem. More significant is the commentary on various approaches, IMF recommendations, KKR's Pillarstone initiative etc. making it a must read. But it misses some quite important issues with respect to NPLs in general.

Failure of NPL liquidation - some blame lies with Accountants
The PwCs, EYs, Deloittes and their ilk must take some blame. Many of the bad loans have accounting folly at its heart - some deliberate and some not, some before loans are made and some after. Time and again, accounting firms have washed their hands off their audit responsibility and liabilities arising therefrom. Recently some firm has sued PwC for their failure to report material issues. If auditors completely trust the company managements they are auditing, then the purpose of the audit is not satisfied. 

The shady entrepreneurs
The proportion of shady, shifty characters in this distressed assets pool is quite high. Some distressed loan assets are deliberately impaired on the books for tax fraud or money laundering. Data mining algorithms cannot detect this - even analyst cannot easily detect this. Such frauds have to be sniffed out - at least till Artifical intelligence becomes more robust.

Slow courts and costly Alternate Dispute resolution (Arbitration, mediation etc.) mechanisms
Invariably, a fair proportion of the distressed asset pool goes for legal resolution. NPL problems are higher in countries with weaker judicial controls, higher cost dispute resolution. The process of dispute resolution quickly unravels both the ability to pay and gives a remarkbly clear insight as to the intention to repay. However if the process is too slow and too costly, it defeats the purpose. This is a problem in Italy and also in India.

Much blame lies on Incompetent Banks
The substantial blame though must lie with the bankers:

  1. Lack of accounting analysis skills: Many banks which make loans cannot make proper assessment of accounting statements. Data mining algorithms are good at assessing the "ability to pay". They cannot assess the "intention to pay". Lack of Intention to Pay has created many NPLs.
  2. Illogical the use of collaterals: Banks are notorious in having collateral that is highly correlated with loan asset itself, over-valued or pledged in part to many. This is a childish mistake to make for a professional setup. At times, an intellectually superior form of syndicated lending (the whole syndicate holds one collateral) is used. When trouble strikes the legal disputes arise within the syndicate itself. 
  3. Poorly-constructed contracts with borrowers: Such contracts make the payments unpredictable in quantum and timing thus surprising the borrower. It quickly cascades into penalties and surcharges and it goes downhill from there.
  4. Too Centralized decision making as to loan eligibility: Most borrower eligibility tests are done centrally these days. Thus it leaves no incentive for the bank manager / officer to dig deeper into the borrower's records. It makes the incentives wrongly aligned.
  5. Flawed loan portfolio construction: Loan portfolios are too correlated This is a result of too much market focus. Banks push certain products that they find easy to sell - consumer loans, credit cards, personal loans etc. When the lending starts concentrating they do not quickly take corrective actions to balance the portfolio. If the banks' entire portfolio comes under stress at the same time, it cascades into more distress.


Basics of borrower assessment
Any borrower assessment has two component - ability to pay AND the commitment or the intention to pay. Sometimes the last two differentiated. The ability to pay is well understood which refers to  the capacity to bear the repayment of the loans. The intention to pay tries to determine if the borrower intends to cheat or not. The commitment to pay points to whether the borrower intends to pay  but disputes the computation of the payment and hence may have withheld the payments - committed but not paying, or the borrower does not intend to pay at all and is finding loopholes to delay the foreclosure process.

Tuesday, April 13, 2010

The challenges facing Indian IT

Indian IT companies are not fully cognizant of the challenges facing them. There are many forces at work here:
  1. The terms of exchange rate contribution will be adverse. Going forward, I expect the INR to appreciate closer to 35 (INRUSD). The only variable is exactly when. At the moment, financial analysts have lulled the managements into thinking that these levels are not possible in near future. I am not so sure.
  2. Exchange rate will trigger further competitive pressures from global IT majors.
  3. The need for cost cutting and efficiency is driving demand for IT companies. This may not remain as strong as expected. There should be some pressure on margins in this area.
Overall I would be keen to have in-depth session with top managements of Indian IT majors.