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Daily Call - Jan 5 2010
Daily Trading - Jan 5 2010
Daily Newsletter - Jan 5 2010
Src: ET and DP Blo
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The market registered new 18-month highs as it closed out the last settlement of 2009 with small net gains. The Nifty closed at 5,201.05 for a gain of 0.4 per cent. The Sensex closed at 17,464 for a gain of 0.6 per cent. The Defty was up 0.65 per cent as the rupee strengthened.
Breadth was decent in terms of a wide variety of shares being traded. Advances outnumbered declines comfortably. The FIIs were net buyers while domestic institutions were net sellers. However, volumes were down except on settlement day though that can be explained by the holiday spirit. The BSE 500 and the Midcaps were both up by about 0.6 per cent.
Outlook: The intermediate trend looks bullish but the short-term trend is difficult to diagnose. The market may be range bound between 5,100-5,250 in the early sessions of next week. The bullish intermediate trend suggests that the next target would be about 5,300. Expect intra-day volatility and volumes to rise regardless of market direction.
Rationale: Last week saw thin trading and tightly range-bound movement between 5,150-5,220. A movement beyond 5,225 and a close beyond that would reinforce earlier target projections of 5,300. On the downside, the intermediate trend will only be threatened if the market moves below 4,950.
Counter-view: Early January sometimes sees a continued absence of volumes, particularly until FIIs have established their attitude for the new fiscal. If volumes don't pick up, the market could drift downwards. Also the breadth of trading suggests that there is speculative retail participation and that sometimes comes right before a major correction.
Bulls & Bears: The IT index was the only underperformer last week, perhaps due to the rupee strengthening. Sector-wise, there was some selling in pharma. The rest of the market registered net gains but as mentioned above, on generally low volumes and with very little volatility. One sector-wise "long" possibility is PSUs since there appears to be selective buying across several PSU majors.
As such, it is difficult to target shorts and in most stocks, the trader should wait and watch for clear trends to be established before making large commitments. Stick to the highly liquid stocks in the F&O segment rather than dabble in smaller scrips that are retail-backed or operator-driven. In the absence of institutional participation, smaller scrips are more vulnerable to sell-offs.
MICRO TECHNICALS
NTPC
Current Price: Rs 235.65
Target Price: Rs 245
The stock has made a recent surge on high volumes. It has cleared severe resistance at Rs 230 and appears to have a minimum target of Rs 245-250 and it may run till Rs 260. Keep a stop at Rs 230 and go long. Consider booking partial profits at Rs 245 and reset the stop to Rs 240 and the target to Rs 255.
SBI
Current Price: Rs 2,269
Target Price: Rs 2,375
The stock has recovered from recent lows of Rs 2,135 aided by short-covering. It is capable of moving up till around Rs 2,350-2,375 before it hits heavy selling pressure. Keep a stop at Rs 2,240 and go long. Start booking profits above the Rs 2,350-mark.
PRAJ INDUSTRIES
Current Price: Rs 105.7
Target Price: Rs 110
The stock appears to have completed a bullish formation. It should have a target in the range of Rs 115-120 but there is strong resistance at Rs 110. Go long with an initial stop at Rs 101. Above Rs 109, you can exit. Or else, book partial profits at Rs 110, reset the stop loss to Rs 107 and reset the target to Rs 115.
DLF
Current Price: Rs 361.2
Target Price: Rs 385
The stock is consolidating and trading in a wide range between Rs 350-390. It could move up till the Rs 385-390 level if it develops a little volume. Keep a stop at Rs 355 and go long. Increase the position beyond Rs 370 and book profits beyond Rs 385.
NATIONAL ALUMINIUM
Current Price: Rs 417.9
Target Price: Rs 440
A recent burst of buying has pushed the stock up past resistance at Rs 405. The target would be something like Rs 440. Keep a trailing stop at Rs 405 and go long. Book partial profits at Rs 430 and reset the stop loss to Rs 425.
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Sesa exports 90-95 per cent of its iron ore output. The brokerage expects Sesa’s 2009-10 and 2010-11 EPS to be negatively impacted by 3.3 per cent and 8.5 per cent, respectively. It has introduced 2011-12 estimates for Sesa and expects iron ore realisations to increase by 21.5 per cent (earlier 10 per cent) in 2010-11 and by 10 per cent in 2011-12, on the back of strong Chinese demand. Iron ore pricing negotiations are expected to start early next year (reports suggest a 20-30 per cent hike). But, considering what happened last year, it is difficult to predict whether China will accept the price hike.
At Rs 404, the stock is trading at 6.7 times 2011-12 estimated EV/EBITDA. The brokerage has recommended a ‘sell’ on the stock. At its target price of Rs 304, it will trade at 6 times 2011-12 estimated EV/EBITDA, which is at the higher end of its historic trading range.
INDIABULLS REAL ESTATE
Reco price: Rs 218
Current market price: Rs 220.20
Target price: Rs 259
Upside: 17.6%
Brokerage: ICICI Securities
The developments in Indiabulls Property Investment Trust (IPIT) and new project launches look inspiring. Total saleable area of IPIT has increased from 5 million square feet (MSF) to 6.3 MSF owing to change in FSI. It has 2 MSF of constructed office space, of which 0.9 MSF has been leased and another 0.3 MSF is expected to be leased in March 2010 quarter. The management expects new leases to be done at Rs 185-190 per square feet, up from Rs 175 earlier.
The brokerage believes that IPIT is undervalued and estimates its equity value at Rs 6,000 crore or Singapore dollar $0.50 per unit (currently trading at $0.26). In 2009-10, Indiabulls Real Estate (IBREL) launched about 20 MSF of residential projects, including in Mumbai (9 MSF). Of the total, 2 MSF has already been sold (including 0.5 MSF in IPIT). IBREL recently raised Rs 2,700 crore through a QIP, which is yet to be deployed. The company is looking at strategic, big-ticket land-banks, particularly in Navi Mumbai, Dharavi and Mantralaya projects.
Since the stocks’ downgrade by the brokerage on July 31, 2009, it has underperformed the broader markets by 25 per cent. However, given the increase in saleable area at IPIT, pick-up in residential sales and bottoming of commercial lease rentals, it is upgrading the stock to ‘buy’ with target price of Rs 259 per share.
TRANSPORT CORPORATION OF INDIA
Reco price: Rs 90
Current market price: Rs 89.75
Target price: Rs 100
Upside: 11.4%
Brokerage: Kotak Securities
Transport Corporation of India (TCI) has formed a strategy to cross sell its services through its five divisions. Each division would cross market services and provide single point logistics solutions to its clients. This is expected to increase business for TCI, going ahead. Based on its JV experience with Mitsui (Transystem Logistics International), TCI has been able to replicate the model and deliver efficient supply chain solutions (SCS) to industries like FMCG, retail and automobiles.
SCS is expected to grow at 30-35 per cent and the segment’s profitability is better than the overall business. TCI plans to increase its warehouse space from 8 MSF currently to 10 MSF by March 2011. About 15 per cent of the warehouse space is owned by TCI and rest is leased. In the real estate business, it is looking at jointly developing properties (at Delhi, Chennai, Bangalore, etc) for construction of residential and commercial space.
The implementation of GST could also bring in additional business through higher outsourcing of logistics activities to the third party logistics players like TCI. At Rs 90, the stock is trading at 1.7 times book value, 12.8 times earnings and 7.3 times cash earnings based on 2010-11 estimated numbers earnings. Maintain ‘accumulate’.
HSIL
Reco price: Rs 61.25
Current market price: Rs 72.10
Target price: Rs 74
Upside: 2.6%
Brokerage: HDFC Securities
HSIL, earlier known as Hindustan Sanitaryware & Industries, enjoys a 40 per cent market share in the organised sanitary-ware industry. HSIL has increased its portfolio by adding more products in its bathroom and kitchen appliances products; it launched around 150 new products last year, of which, 60 per cent was in the premium category. Further, it has also started to venture into marketing and distribution of imported products to capitalise on its existing brand and distribution network. Besides, HSIL plans to increase its existing capacity by installing another kiln at its Bahadurgarh plant at a cost of about Rs 15-20 crore.
HSIL is expected to deliver revenue growth of 20.2 per cent and 23.7 per cent in 2009-10 and 2010-11, respectively on the back of enhanced product portfolio, increased demand and capacity utilisation. Its EBIDTA margins could stabilise in the 17-18 per cent range. However, higher depreciation and interest costs could be an over-hang. In 2009-10, HSIL’s PAT is expected to remain flat while in 2010-11, the same could increase by 29.1 per cent. Being an industry leader, HSIL is well positioned in the north as well as south to tap potential demand and is expected to grow faster than the industry. At Rs 61.25, the stock is trading at 8.2 times its 2010-11 EPS of Rs 7.5.
OM METALS INFRAPROJECTS
Reco price: Rs 30
Current market price: Rs 31.50
Target price: Rs 39
Upside: 23.8%
Brokerage: SBICAP Securities
Om Metals Infraprojects is the largest hydro-mechanical equipment supplier in India with a market share of over 60 per cent. The company presently has an order book of Rs 636 crore, which is 3.5 times first half 2009-10 annualised sales and is expected to be completed in next 3 years. This provides substantial medium-term revenue visibility. In addition, the company has submitted bids for more projects, which are expected to take the total order book to over Rs 800 crore by 2009-10.
The company has recently forayed into the infrastructure segment by winning two contracts for the development of a port and a multi-product SEZ, both in Pondicherry. The SEZ project is spread over 860 acres and the company has a 20 per cent stake in it. It has a 50 per cent stake in the port project, which is to be developed in next 5-6 years. Both projects are expected to be developed through separate SPV's.
Further, there is potential to unlock value from its saleable land-bank (1.5 MSF) situated at Hyderabad, Jaipur, Mumbai, Faridabad and Kota. The stock is trading at 5.3 times its core 2010-11 estimated earnings. Maintain ‘buy’.
Current market prices as on December 30
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3 Jan 2010, 0154 hrs IST
We are optimistic about M&M’s volume growth in the rest of FY10 and expect residual growth of 11 per cent in tractors and 20 per cent in UVs.
3 Jan 2010, 0153 hrs IST
We expect volume growth of 17.1 per cent in FY10, fuelled mainly by the Nano and the CV segment.
3 Jan 2010, 0148 hrs IST
The company is expected to clock around a 2.7 per cent y-o-y and 9.9 per cent yoy growth in net sales for FY2010E and FY2011E respectively.
3 Jan 2010, 0146 hrs IST
MSSL’s consolidated net sales is expercted to register substantial growth in FY2010E. On the margin front, we estimate the company to register a contraction owing to the increasing contribution of outside India sales.
3 Jan 2010, 0143 hrs IST
Automotive Axle derives major revenues from the top two commercial vehicle makers Ashok Leyland and Tata Motors. They have reported strong growth in the past few months, indicating the revival of the segment.
1 Jan 2010, 0505 hrs IST
The New Year, with lots of multi-starrer and multibanner releases, has given investors in stocks of film producers and exhibitors a reason to rejoice.
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STOCKS: Bombay Rayon Fashions: Buy
Investors with a long-term perspective can buy the stock of small-cap textile player Bombay Rayon Fashions (BRFL), manufacturer of fabric and apparel. At Rs 189, the stock trades at 10.6 times its trailing 12-month per share earnings. Though ...
STOCKS: India Cements: Book Profit
Investors in the stock of India Cements can consider booking profits at this point and entering the stock at a later date. Oversupply worries in the Southern region and the resultant pressure on prices in this region may curtail the ...
MUTUAL FUNDS: Tata Dividend Yield Fund: Hold
Investors can retain units of Tata Dividend Yield Fund (Tata Dividend), considering its steady returns track record over the long term. The fund seeks to invest in stocks that yield dividends higher than that of ...
INVESTMENTS: Investment ideas for 2010
The year 2009 started off on a subdued note for equity investors but by year-end both the BSE Sensex and Nifty were trading 80 per cent higher. With the markets trading at a price-earning multiple of well over 21 times from 11 times at the ...
STOCK MARKETS: Sensex in 2010
Global backdrop. Despite the strong gains recorded by equities across the world, most global benchmarks are still some way away from their previous peaks. The MSCI World index is positioned exactly half-way up the decline that ensued after the ...
TECHNICAL ANALYSIS: Index Strategy: Bull call spread on Nifty
Overall market sentiments as we move into a new trading year appear no less than bullish given the healthy rollovers seen in December derivative contracts. Traders can consider playing this uptrend in the market by setting a bull call spread ...
Among index stocks, Reliance Infrastructure surged over 4 per cent. NTPC, Grasim, Bharti Airtel, SBI, Hindalco and Jaiprakash Associates were the other major gainers. Sun Pharma dropped 3.6 per cent. DLF, Wipro and ITC were some of the other prominent losers.
Lack of momentum on the upside suggests the up move may halt temporarily. The Sensex needs to sustain above 17,550 for further gains, while on the downside, the index may seek support at 17,385-17,335, below which the bears are likely to have the upper hand.
The longer-term picture, since we are at the start of the New Year, looks quite promising. Chances are that we may re-test the 21,000-mark this calendar year, while there are multiple strong supports for the index on the downside. The bias will remain bullish as long as the index remains above 13,840 this year. There is a further deeper support around 11,590 in case of extreme bearishness. On the positive front, the Sensex is first likely to target 19,550, followed by 21,090, in 2010.
The Nifty moved in a range of 62 points and ended with a gain of 23 points at 5,201. Last week, I had mentioned that the Nifty needed to sustain above 5,210 for fresh bullishness. As we see, the index was unable to close above 5,210 on any single day. Currently, the chart suggests that the Nifty needs to close above 5,237 for fresh bullishness. The Nifty may face resistance around 5,225-5,240 and find support around 5,177-5,163. A dip below 5,163 could see the index fall to 5,100 and then further lower to 5,010.
Unlike the Sensex, the yearly Nifty chart reveals that it will be difficult for the index to attain its 2008 peak (6,357) this year. In fact, the index has strong resistance around 6,225. The first significant target for the index is 5,790. On the downside, the index is likely to find considerable support around 4,600 and further lower at 4,175.
India Inc entered the 21st Century more confident and more competitive. Many of the previous decade's top ten were not even around a decade earlier. In this era of change few thought in year 2000 that by 2010 Ratan Tata would continue to head any list of high performers. He did!
Life began for Ratan Tata in 2000. That year, Tata Tea acquired Tetley of the United Kingdom. This was the first major acquisition of a global brand by an Indian company.
Four years later, it was Tata Motors' turn -- it bought the heavy vehicles business of bankrupt Daewoo Motors in South Korea. Next year, Tata Steel acquired NatSteel in Singapore. All of this paled into insignificance in 2007 when Tata Steel bought Anglo-Dutch steel maker Corus for $12 billion. It made Tata Steel the fifth largest steel company in the world.
A year later, Tata Motors became the new owner of marquee brands Jaguar and Land Rover after it paid Ford $2.3 billion. The crowning glory came in 2009 when he launched an ultra-low-cost car, the Nano. Not bad at all.
The decade that draws to an end will go down in history as the one in which Indian business spread its footprint across the globe. Strong economic growth till 2008, which was driven by domestic consumption, had filled the coffers of most companies.
The flow of global capital had taken the stock markets to new heights, which made Indian businessmen rich beyond compare. The list of Indian billionaires had become long. They had the money to buy assets that were on the block. Click NEXT to read on further. . .
India Inc entered the 21st Century more confident and more competitive. Many of the previous decade's top ten were not even around a decade earlier. In this era of change few thought in year 2000 that by 2010 Ratan Tata would continue to head any list of high performers. He did!
Life began for Ratan Tata in 2000. That year, Tata Tea acquired Tetley of the United Kingdom. This was the first major acquisition of a global brand by an Indian company.
Four years later, it was Tata Motors' turn -- it bought the heavy vehicles business of bankrupt Daewoo Motors in South Korea. Next year, Tata Steel acquired NatSteel in Singapore. All of this paled into insignificance in 2007 when Tata Steel bought Anglo-Dutch steel maker Corus for $12 billion. It made Tata Steel the fifth largest steel company in the world.
A year later, Tata Motors became the new owner of marquee brands Jaguar and Land Rover after it paid Ford $2.3 billion. The crowning glory came in 2009 when he launched an ultra-low-cost car, the Nano. Not bad at all.
The decade that draws to an end will go down in history as the one in which Indian business spread its footprint across the globe. Strong economic growth till 2008, which was driven by domestic consumption, had filled the coffers of most companies.
The flow of global capital had taken the stock markets to new heights, which made Indian businessmen rich beyond compare. The list of Indian billionaires had become long. They had the money to buy assets that were on the block. Click NEXT to read on further. . .
Reliance Industries got even bigger in 2002 when it announced India's biggest gas discovery in the Krishna-Godavari basin.
That year it acquired Indian Petrochemicals Corporation and merged Reliance Petroleum to become the country's largest company in the private sector. RIL entered the Fortune 500 list two years later.
In 2000, Reliance Industries' assets were worth Rs 50,000 crore -- not small by any standard. Today, the assets are worth Rs 2,45,706 crore. The revenue of the unified Reliance Group stood at Rs 21,541 crore in 2000. In 2008-09, in contrast, Reliance Industries clocked a turnover of Rs 1,39,269 crore.
But the decade's big story for the Ambani family was sibling rivalry. Anil, the younger of the two Ambani brothers, accused Mukesh of usurping the family stake after the death of patriarch Dhirubhai in July 2002.
It turned out to be a no holds barred fight, which should come to a head early in the New Year in the nation's Supreme Court. In the settlement of 2005, Mukesh retained control of the oil & gas and petrochemicals business, while Anil got power and telecom.
Mukesh has since then diversified into retail, while Anil has taken strides in entertainment -- he acquired Adlabs and Steven Spielberg's Dreamworks studio. The Reliance business empire thus looks very different from ten years ago.
Hindalco, of the Aditya Birla Group, bought Canadian aluminum maker Novelis for $6.4 billion.
Suzlon, set up in 1995 by Tulsi Tanti and now the world's third-largest wind energy company, shelled out $525 million for Hansen Transmissions of the Netherlands and $1.6 billion for REpower of Germany.
Vijay Mallya downed Scottish whiskey maker Whyte & Mackay for close to $1 billion. Dr Reddy's paid over $500 million for Betapharm of Germany, Ranbaxy $324 million for Terapia of Romania.
There were numerous other buys across the world in telecom, engineering, financial services, FMCG, information technology et al. In addition, Indians began to get plum projects. GMR bagged a $2.57 billion project to modernise an Istanbul airport. Indian business, in short, acquired a global spread.
Almost 530 million Indians own a phone now and Bharti Airtel has grown to cater to a 110 million of them. It has a 24 per cent share of the GSM mobile phone market, though its share of revenue is 31.8 per cent.
This clearly shows that the company has moved up the value chain -- it has managed to acquire better customers than rivals. Airtel, surveys have shown, is the second most-admired Indian brand after state-owned Life Insurance Corporation.
The company wants to take it to the top slot as quickly as possible.
Growth of homespun information technology companies has been no less spectacular.
The big three -- TCS (Tata Consultancy Services), Infosys and Wipro --all earn over a billion dollars in revenue every quarter.
From a few thousand at the turn of the last decade, TCS has on its rolls 143,000 men and women in 42 countries. Infosys employs 105,000 people in its 50 centres spread across India, China, Australia, the Czech Republic, Japan, Poland, Canada and the United Kingdom.
Wipro has 95,000 people in its 50 centres across the globe -- it is the world's largest independent provider of research and development services. These companies have used the organic as well as inorganic route to growth.
It was a paradigm shift. Businessmen were no longer ashamed of selling off their businesses. It came to be known as unlocking value.
Apart from Ranbaxy, quite a few other Indian pharmaceutical companies changed hands during the decade -- Matrix Labs, Panacea Biotech and Dabur Pharma.
In other sectors, Gujarat Ambuja was sold to Holcim, Shaw Wallace breweries to SABMiller and distilleries to Mallya, and Maruti Suzuki became a subsidiary of Suzuki Motor Corporation. It became a long list. Investment bankers say more iconic names will be sold in the years to come.
This was also the time Indians began to innovate their business model. Take ITC, for example. It was in the 1990s a largely cigarette company. But YC Deveshwar, who took over as the company's chairman in 1996, was quick to realise the need to spread the risks.
Tobacco was hardly a sunrise business. As it was not a "public good", the government was always ready to increase the taxes. So, the company expanded its hotel and paper business, and, more important, made a big splash in FMCG -- from personal care to snack food, stationery, lifestyle retail, matches and even incense sticks.
This part of the business has grown from Rs 109 crore in 2002-03 to Rs 3,014 crore in 2008-09. It was the first to seize the opportunity in the rural markets when it set up e-choupals which dispensed market-related information to farmers.
The decade will always be remembered for the way Indians bought, shopped and banked. There was a virtual credit explosion -- people bought everything from automobiles to homes and even a pair of jeans on installments. Credit card numbers recorded a huge jump. Banks automated rapidly and sold more than just deposits and lockers.
Such a strategy helped ICICI Bank race past all banks in the sweepstakes, except State Bank of India. In the early parts of the decade, it brought its wholesale and personal banking operations under one roof.
This gave it added muscle. It was at the forefront of installing ATMs (automated teller machines) across the country, which cut the queues in its branches and therefore improved service standards. It went aggressive on credit cards, personal loans and cross-sold products to depositors -- life insurance, automobile finance, housing loans, advisory services etc.
It made Indian banks rethink their business model, including SBI. Its assets stood at $77 billion in June 2009, up from around $3 billion ten years ago.
ICICI Bank's counterpart in retail was Kishore Biyani. The unassuming Marwari from Mumbai first got into organised retail with the Pantaloons family store in 1997. This was followed in 2001 with the launch of Big Bazaar, a hypermarket format that democratised shopping in India.
It blended the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality. Supply chain expertise did not exist in India.
Biyani built it from scratch. When commodity prices shot up to unheard of levels in 2007 and 2008, he held on to his prices. His people in the store wore T-shirts that said "Garv se kaho hum kanjoos hain" (Say with pride we are misers).
When large FMCG companies didn't agree for higher margins, he stopped stocking their merchandise -- such was his clout. With his large scale of operations, he always paid the lowest rent in the industry. He introduced the concept of store brands or private labels in the country.
Big Bazaar was followed by a number of other formats including Food Bazaar, Central and Home Town. He also diversified into finance, logistics and media. In between, he even wrote a book which was aptly titled "It happened in India".
India Inc entered the 21st Century more confident and more competitive. Many of the previous decade's top ten were not even around a decade earlier. In this era of change few thought in year 2000 that by 2010 Ratan Tata would continue to head any list of high performers. He did!
Life began for Ratan Tata in 2000. That year, Tata Tea acquired Tetley of the United Kingdom. This was the first major acquisition of a global brand by an Indian company.
Four years later, it was Tata Motors' turn -- it bought the heavy vehicles business of bankrupt Daewoo Motors in South Korea. Next year, Tata Steel acquired NatSteel in Singapore. All of this paled into insignificance in 2007 when Tata Steel bought Anglo-Dutch steel maker Corus for $12 billion. It made Tata Steel the fifth largest steel company in the world.
A year later, Tata Motors became the new owner of marquee brands Jaguar and Land Rover after it paid Ford $2.3 billion. The crowning glory came in 2009 when he launched an ultra-low-cost car, the Nano. Not bad at all.
The decade that draws to an end will go down in history as the one in which Indian business spread its footprint across the globe. Strong economic growth till 2008, which was driven by domestic consumption, had filled the coffers of most companies.
The flow of global capital had taken the stock markets to new heights, which made Indian businessmen rich beyond compare. The list of Indian billionaires had become long. They had the money to buy assets that were on the block. Click NEXT to read on further. . .
Reliance Industries got even bigger in 2002 when it announced India's biggest gas discovery in the Krishna-Godavari basin.
That year it acquired Indian Petrochemicals Corporation and merged Reliance Petroleum to become the country's largest company in the private sector. RIL entered the Fortune 500 list two years later.
In 2000, Reliance Industries' assets were worth Rs 50,000 crore -- not small by any standard. Today, the assets are worth Rs 2,45,706 crore. The revenue of the unified Reliance Group stood at Rs 21,541 crore in 2000. In 2008-09, in contrast, Reliance Industries clocked a turnover of Rs 1,39,269 crore.
But the decade's big story for the Ambani family was sibling rivalry. Anil, the younger of the two Ambani brothers, accused Mukesh of usurping the family stake after the death of patriarch Dhirubhai in July 2002.
It turned out to be a no holds barred fight, which should come to a head early in the New Year in the nation's Supreme Court. In the settlement of 2005, Mukesh retained control of the oil & gas and petrochemicals business, while Anil got power and telecom.
Mukesh has since then diversified into retail, while Anil has taken strides in entertainment -- he acquired Adlabs and Steven Spielberg's Dreamworks studio. The Reliance business empire thus looks very different from ten years ago.
Hindalco, of the Aditya Birla Group, bought Canadian aluminum maker Novelis for $6.4 billion.
Suzlon, set up in 1995 by Tulsi Tanti and now the world's third-largest wind energy company, shelled out $525 million for Hansen Transmissions of the Netherlands and $1.6 billion for REpower of Germany.
Vijay Mallya downed Scottish whiskey maker Whyte & Mackay for close to $1 billion. Dr Reddy's paid over $500 million for Betapharm of Germany, Ranbaxy $324 million for Terapia of Romania.
There were numerous other buys across the world in telecom, engineering, financial services, FMCG, information technology et al. In addition, Indians began to get plum projects. GMR bagged a $2.57 billion project to modernise an Istanbul airport. Indian business, in short, acquired a global spread.
Almost 530 million Indians own a phone now and Bharti Airtel has grown to cater to a 110 million of them. It has a 24 per cent share of the GSM mobile phone market, though its share of revenue is 31.8 per cent.
This clearly shows that the company has moved up the value chain -- it has managed to acquire better customers than rivals. Airtel, surveys have shown, is the second most-admired Indian brand after state-owned Life Insurance Corporation.
The company wants to take it to the top slot as quickly as possible.
Growth of homespun information technology companies has been no less spectacular.
The big three -- TCS (Tata Consultancy Services), Infosys and Wipro --all earn over a billion dollars in revenue every quarter.
From a few thousand at the turn of the last decade, TCS has on its rolls 143,000 men and women in 42 countries. Infosys employs 105,000 people in its 50 centres spread across India, China, Australia, the Czech Republic, Japan, Poland, Canada and the United Kingdom.
Wipro has 95,000 people in its 50 centres across the globe -- it is the world's largest independent provider of research and development services. These companies have used the organic as well as inorganic route to growth.
It was a paradigm shift. Businessmen were no longer ashamed of selling off their businesses. It came to be known as unlocking value.
Apart from Ranbaxy, quite a few other Indian pharmaceutical companies changed hands during the decade -- Matrix Labs, Panacea Biotech and Dabur Pharma.
In other sectors, Gujarat Ambuja was sold to Holcim, Shaw Wallace breweries to SABMiller and distilleries to Mallya, and Maruti Suzuki became a subsidiary of Suzuki Motor Corporation. It became a long list. Investment bankers say more iconic names will be sold in the years to come.
This was also the time Indians began to innovate their business model. Take ITC, for example. It was in the 1990s a largely cigarette company. But YC Deveshwar, who took over as the company's chairman in 1996, was quick to realise the need to spread the risks.
Tobacco was hardly a sunrise business. As it was not a "public good", the government was always ready to increase the taxes. So, the company expanded its hotel and paper business, and, more important, made a big splash in FMCG -- from personal care to snack food, stationery, lifestyle retail, matches and even incense sticks.
This part of the business has grown from Rs 109 crore in 2002-03 to Rs 3,014 crore in 2008-09. It was the first to seize the opportunity in the rural markets when it set up e-choupals which dispensed market-related information to farmers.
The decade will always be remembered for the way Indians bought, shopped and banked. There was a virtual credit explosion -- people bought everything from automobiles to homes and even a pair of jeans on installments. Credit card numbers recorded a huge jump. Banks automated rapidly and sold more than just deposits and lockers.
Such a strategy helped ICICI Bank race past all banks in the sweepstakes, except State Bank of India. In the early parts of the decade, it brought its wholesale and personal banking operations under one roof.
This gave it added muscle. It was at the forefront of installing ATMs (automated teller machines) across the country, which cut the queues in its branches and therefore improved service standards. It went aggressive on credit cards, personal loans and cross-sold products to depositors -- life insurance, automobile finance, housing loans, advisory services etc.
It made Indian banks rethink their business model, including SBI. Its assets stood at $77 billion in June 2009, up from around $3 billion ten years ago.
ICICI Bank's counterpart in retail was Kishore Biyani. The unassuming Marwari from Mumbai first got into organised retail with the Pantaloons family store in 1997. This was followed in 2001 with the launch of Big Bazaar, a hypermarket format that democratised shopping in India.
It blended the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality. Supply chain expertise did not exist in India.
Biyani built it from scratch. When commodity prices shot up to unheard of levels in 2007 and 2008, he held on to his prices. His people in the store wore T-shirts that said "Garv se kaho hum kanjoos hain" (Say with pride we are misers).
When large FMCG companies didn't agree for higher margins, he stopped stocking their merchandise -- such was his clout. With his large scale of operations, he always paid the lowest rent in the industry. He introduced the concept of store brands or private labels in the country.
Big Bazaar was followed by a number of other formats including Food Bazaar, Central and Home Town. He also diversified into finance, logistics and media. In between, he even wrote a book which was aptly titled "It happened in India".
India Inc entered the 21st Century more confident and more competitive. Many of the previous decade's top ten were not even around a decade earlier. In this era of change few thought in year 2000 that by 2010 Ratan Tata would continue to head any list of high performers. He did!
Life began for Ratan Tata in 2000. That year, Tata Tea acquired Tetley of the United Kingdom. This was the first major acquisition of a global brand by an Indian company.
Four years later, it was Tata Motors' turn -- it bought the heavy vehicles business of bankrupt Daewoo Motors in South Korea. Next year, Tata Steel acquired NatSteel in Singapore. All of this paled into insignificance in 2007 when Tata Steel bought Anglo-Dutch steel maker Corus for $12 billion. It made Tata Steel the fifth largest steel company in the world.
A year later, Tata Motors became the new owner of marquee brands Jaguar and Land Rover after it paid Ford $2.3 billion. The crowning glory came in 2009 when he launched an ultra-low-cost car, the Nano. Not bad at all.
The decade that draws to an end will go down in history as the one in which Indian business spread its footprint across the globe. Strong economic growth till 2008, which was driven by domestic consumption, had filled the coffers of most companies.
The flow of global capital had taken the stock markets to new heights, which made Indian businessmen rich beyond compare. The list of Indian billionaires had become long. They had the money to buy assets that were on the block. Click NEXT to read on further. . .
Reliance Industries got even bigger in 2002 when it announced India's biggest gas discovery in the Krishna-Godavari basin.
That year it acquired Indian Petrochemicals Corporation and merged Reliance Petroleum to become the country's largest company in the private sector. RIL entered the Fortune 500 list two years later.
In 2000, Reliance Industries' assets were worth Rs 50,000 crore -- not small by any standard. Today, the assets are worth Rs 2,45,706 crore. The revenue of the unified Reliance Group stood at Rs 21,541 crore in 2000. In 2008-09, in contrast, Reliance Industries clocked a turnover of Rs 1,39,269 crore.
But the decade's big story for the Ambani family was sibling rivalry. Anil, the younger of the two Ambani brothers, accused Mukesh of usurping the family stake after the death of patriarch Dhirubhai in July 2002.
It turned out to be a no holds barred fight, which should come to a head early in the New Year in the nation's Supreme Court. In the settlement of 2005, Mukesh retained control of the oil & gas and petrochemicals business, while Anil got power and telecom.
Mukesh has since then diversified into retail, while Anil has taken strides in entertainment -- he acquired Adlabs and Steven Spielberg's Dreamworks studio. The Reliance business empire thus looks very different from ten years ago.
Hindalco, of the Aditya Birla Group, bought Canadian aluminum maker Novelis for $6.4 billion.
Suzlon, set up in 1995 by Tulsi Tanti and now the world's third-largest wind energy company, shelled out $525 million for Hansen Transmissions of the Netherlands and $1.6 billion for REpower of Germany.
Vijay Mallya downed Scottish whiskey maker Whyte & Mackay for close to $1 billion. Dr Reddy's paid over $500 million for Betapharm of Germany, Ranbaxy $324 million for Terapia of Romania.
There were numerous other buys across the world in telecom, engineering, financial services, FMCG, information technology et al. In addition, Indians began to get plum projects. GMR bagged a $2.57 billion project to modernise an Istanbul airport. Indian business, in short, acquired a global spread.
Almost 530 million Indians own a phone now and Bharti Airtel has grown to cater to a 110 million of them. It has a 24 per cent share of the GSM mobile phone market, though its share of revenue is 31.8 per cent.
This clearly shows that the company has moved up the value chain -- it has managed to acquire better customers than rivals. Airtel, surveys have shown, is the second most-admired Indian brand after state-owned Life Insurance Corporation.
The company wants to take it to the top slot as quickly as possible.
Growth of homespun information technology companies has been no less spectacular.
The big three -- TCS (Tata Consultancy Services), Infosys and Wipro --all earn over a billion dollars in revenue every quarter.
From a few thousand at the turn of the last decade, TCS has on its rolls 143,000 men and women in 42 countries. Infosys employs 105,000 people in its 50 centres spread across India, China, Australia, the Czech Republic, Japan, Poland, Canada and the United Kingdom.
Wipro has 95,000 people in its 50 centres across the globe -- it is the world's largest independent provider of research and development services. These companies have used the organic as well as inorganic route to growth.
It was a paradigm shift. Businessmen were no longer ashamed of selling off their businesses. It came to be known as unlocking value.
Apart from Ranbaxy, quite a few other Indian pharmaceutical companies changed hands during the decade -- Matrix Labs, Panacea Biotech and Dabur Pharma.
In other sectors, Gujarat Ambuja was sold to Holcim, Shaw Wallace breweries to SABMiller and distilleries to Mallya, and Maruti Suzuki became a subsidiary of Suzuki Motor Corporation. It became a long list. Investment bankers say more iconic names will be sold in the years to come.
This was also the time Indians began to innovate their business model. Take ITC, for example. It was in the 1990s a largely cigarette company. But YC Deveshwar, who took over as the company's chairman in 1996, was quick to realise the need to spread the risks.
Tobacco was hardly a sunrise business. As it was not a "public good", the government was always ready to increase the taxes. So, the company expanded its hotel and paper business, and, more important, made a big splash in FMCG -- from personal care to snack food, stationery, lifestyle retail, matches and even incense sticks.
This part of the business has grown from Rs 109 crore in 2002-03 to Rs 3,014 crore in 2008-09. It was the first to seize the opportunity in the rural markets when it set up e-choupals which dispensed market-related information to farmers.
The decade will always be remembered for the way Indians bought, shopped and banked. There was a virtual credit explosion -- people bought everything from automobiles to homes and even a pair of jeans on installments. Credit card numbers recorded a huge jump. Banks automated rapidly and sold more than just deposits and lockers.
Such a strategy helped ICICI Bank race past all banks in the sweepstakes, except State Bank of India. In the early parts of the decade, it brought its wholesale and personal banking operations under one roof.
This gave it added muscle. It was at the forefront of installing ATMs (automated teller machines) across the country, which cut the queues in its branches and therefore improved service standards. It went aggressive on credit cards, personal loans and cross-sold products to depositors -- life insurance, automobile finance, housing loans, advisory services etc.
It made Indian banks rethink their business model, including SBI. Its assets stood at $77 billion in June 2009, up from around $3 billion ten years ago.
ICICI Bank's counterpart in retail was Kishore Biyani. The unassuming Marwari from Mumbai first got into organised retail with the Pantaloons family store in 1997. This was followed in 2001 with the launch of Big Bazaar, a hypermarket format that democratised shopping in India.
It blended the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality. Supply chain expertise did not exist in India.
Biyani built it from scratch. When commodity prices shot up to unheard of levels in 2007 and 2008, he held on to his prices. His people in the store wore T-shirts that said "Garv se kaho hum kanjoos hain" (Say with pride we are misers).
When large FMCG companies didn't agree for higher margins, he stopped stocking their merchandise -- such was his clout. With his large scale of operations, he always paid the lowest rent in the industry. He introduced the concept of store brands or private labels in the country.
Big Bazaar was followed by a number of other formats including Food Bazaar, Central and Home Town. He also diversified into finance, logistics and media. In between, he even wrote a book which was aptly titled "It happened in India".
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