Investor: Wachovia Bank, Baer Capital & GS
Investment Value: $250 mn
Sharad Jhingan, CFO, Vatika Group told 4Ps B&M, “The major rationale for this deal for Vatika Group was indeed the capital. Apart
from that there are many advantages that any company can have by tying up with good partners for their business and accepting funding by an international or multinational investors and the same accrue to Vatika as well. For any company like Vatika, you get a lot of global practices migrating into the corporate governance and after some time one can build a robust Corporate governance model. The set of investors that one get are not passive investor but active investors, which play a role in the decision making process. Everything that you do is scrutinised and you need to justify your action. This leads to a whole lot of transparency creeping into the organisation. If you plan to get listed, then the big metamorphosis is taking place rapidly. Your equity increases, your valuation improves, the worth of company is now established as you have foreign investors. All this helps you to leverage more and borrow more and grow more. From an old company, which was seen as very small you become very large and people accept you as very large. We see this relationship as a win-win situation for all the parties as we are partners in progression.”
Vatika Group has witnessed three big institutional investors, which have poured in funds to the tune of $250 million. The net worth of the Vatika Group’s real estate business was estimated at Rs.8,000 crores when this deal was struck. According to the company, these funds would help the company in its existing projects and also assist in consolidation of land banks that would help in acquiring new projects. Vatika is also evaluating plans to enter the stock market through an IPO but they are awaiting the right time.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
Investment Value: $250 mn
Sharad Jhingan, CFO, Vatika Group told 4Ps B&M, “The major rationale for this deal for Vatika Group was indeed the capital. Apart
from that there are many advantages that any company can have by tying up with good partners for their business and accepting funding by an international or multinational investors and the same accrue to Vatika as well. For any company like Vatika, you get a lot of global practices migrating into the corporate governance and after some time one can build a robust Corporate governance model. The set of investors that one get are not passive investor but active investors, which play a role in the decision making process. Everything that you do is scrutinised and you need to justify your action. This leads to a whole lot of transparency creeping into the organisation. If you plan to get listed, then the big metamorphosis is taking place rapidly. Your equity increases, your valuation improves, the worth of company is now established as you have foreign investors. All this helps you to leverage more and borrow more and grow more. From an old company, which was seen as very small you become very large and people accept you as very large. We see this relationship as a win-win situation for all the parties as we are partners in progression.”Vatika Group has witnessed three big institutional investors, which have poured in funds to the tune of $250 million. The net worth of the Vatika Group’s real estate business was estimated at Rs.8,000 crores when this deal was struck. According to the company, these funds would help the company in its existing projects and also assist in consolidation of land banks that would help in acquiring new projects. Vatika is also evaluating plans to enter the stock market through an IPO but they are awaiting the right time.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
When the Chinese giants entered India (in 2004), pundits believed that they will storm the marketplace. However, the present state is a shallow reflection of the promise. A Consumer Electronics and Appliances Manufacturers’ Association (CEAMA) spokesperson told 4Ps B&M, “Market share of Chinese majors (Haier & TCL) is only in single digit. They are yet to make any significant dent on the share of the market leaders (read: Koreans).”
launching restaurant chains, as potential retirement plans; SRK has readied himself with a battery of business interests, to launch himself in style alongside the who’s who of India Inc. And his timing is just perfect. Sources opine that the King will continue to proudly flaunt the Bollywood crown for maximum two to four years and Shah Rukh is leaving no stone unturned to make the most of his precious place under the vacillating Bollywood Sun.
is estimated to become a $2.4 billion industry by 2010 – one reason why it is attracting some big names, especially in the DVD rental industry, including biggies like SeventyMM, Madhouse and the latest one, Reliance’s Big Entertainment, which plans to open 500 DVD rental stores by the end of 2009. So can an organised DVD rental industry reduce piracy? “Far from it!” exclaims Shubhoshekhar Bhattacharjee, CEO, Planman Motion Pictures, “No doubt, the delay in DVD release dates is surely an issue. But going further, unless DVD rentals of popular movies are reduced to match the cost of pirated movie DVDs, organising the DVD industry is not going to reap any effective results.” For example, the Jab We Met DVD (manufactured by Moser Baer) costs only Rs.49 – a similar price as that of pirated DVDs – what to talk about the rental! Adds Shubhoshekhar, “More importantly, the Indian government has to hit down on piracy with visible, harsh and speedy convictions of ‘pirates’ and in fact even common users, if the Indian public has to learn that viewing pirated CDs/DVDs is illegal.”
managing the edible oil business in a diversified market like India. Like originating the raw material, managing risks around the price of that raw material; then there’s supply chain too. While other players have strengths in some particular segments only, we have been able to add value in this entire segment and have linked up all these to efficiently manage across the country.
in a country with a very insignificant cable penetration in comparison to the population. On the other hand, we are in the same country that has surpassed world standards in mobile penetration with over four million subscribers being added every month. There is a new market emerging, of people who would like to watch content on hand-held devices where the future of TV lies. Proliferation across verticals and largely across the entire spectrum of businesses has been the underlying essence of Zee Network. In the times that we are in and for the sake of times to come, synergistic proliferation is what will ensure market leadership. The times to come will be that of customer acquisition and not just aggregating content and for this to happen one has to be in all verticals that a customer will need. Today, Zee Network is the largest integrated Indian network in the world, reaching out to 350 million viewers and 128 countries.
Benazir Bhutto saw stocks markets’ globally take the worst hit since December 11, 2007. Here’s the list of casualties... Dow Jones plunged 1.4%; Hang Seng was down by 1.1%; KOSPI (South Korea) shed 0.6%; the Sanghai Composite lost 0.89%; S&P ASX (Australia) tanked 0.2%. Markets in Pakistan resumed trading after a three day halt and hastily lost massive 4.7% (as on Dec 31, 2007). Well, if markets are anything to go by then such a huge correction in Karachi, which has been one of the best performing markets in the region with 40% plus appreciation in the last 12 months, confirms some rude implications for the country’s markets and its economy.
entry barrier erected by the early birds that have cornered most of the market? If you decide to barge into a ‘sunrise’ sector where the sky is the limit, even late entrants can make a killing if they have the right strategy and the right dollops of chutzpah.
a company, which specialises from E to E – energy and electronics!” is what Pradeepkumar N. Dhoot, President, Videocon, phonetically exclaims to 4Ps B&M. But then, don’t we already know how their diversification into the oil, contract manufacturing and branded electronics is all a matter of realising that ‘big’ dream of being everywhere?! Dont we?
that is how Vuppalapati Satish Kumar, Managing Director of the Hyderabad based Prithvi Information Solutions Ltd. (PI), defines his company and its USPs to this magazine. Quiz him about the most important management practice in his organisation, and pat comes the reply, “A policy of transparency, open culture & empowerment.” With attributes like these, and that too in the dynamic and fast-paced world of IT services, small surprise that Prithvi Information Solutions has become one of the leading technology solution providers in just nine years of its existance.
Computer India Private Ltd. and opened sales and marketing office in Bangalore. In August 2000, we launched the Direct Business Model in India. Today, Dell’s most comprehensive presence in the world outside the United States is in India. This includes a local manufacturing unit at Sriperumbudur near Chennai.
Aditya Birla, we have been amongst the fastest growing telecom companies in India. Then came the historic Idea Cellular IPO, followed by our fast network expansion across the country. These were the key building blocks on which the Idea brand grew over the past year. At the beginning of March 2007, we had 7 million subscribers and till the end of November, our subscriber base has zoomed to 20 million. Our growth has been far better than our competitors in the Idea footprint circles.