Motion Picture

Amit Khanna, Chairman, Reliance Entertainment, says, “Reliance Entertainment has a dominant position in India but, when it comes to motion pictures, it has been obvious that we extend our footprint to Hollywood. We’ve devised a unique method of investing, whereby Reliance Big Picture can help advance the goals of several important creators in the global industry and expect such deals in the near future too.”

But what is it that the Indian movie mavericks will bring to Hollywood? Industry experts believe that production houses like Big Motion Pictures, UTV, Percept Pictures, et al, can bring a lot of differentiation to Hollywood in terms of content. They will bring Asian perspective in American movies, which can make them more appealing. More importantly, they will bring a lot of cost benefits to Hollywood, which is very much needed at this point of time, when the US economy is going through a lean period. However, one question that is troubling the experts is: will these Indian production houses be successful in their Hollywood stint? “It’s better for them (Indian production houses) to start with co-productions and that’s exactly what they are doing,” says a media analyst. Tying-up with Hollywood studios like George Clooney’s Smokehouse Productions, Tom Hanks’ Playtone Productions, Brad Pitt’s Plan B Entertainment, Chris Columbus’ 1492 Pictures, Nicolas Cage’s Saturn Productions, et al, will make them understand the market better. Whatever they do, the road to Hollywood will not be an easy one as Publicis’ Gupta feels, “America is very America-centric… The perceived notion of low quality for any product from a third world country may create some initial hurdles for them.” Be that as it may, the ‘big’ money lies overseas only. And if the corporate production houses need to compete with their global counterparts then the only way for them is to think local but act global!

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Source : IIPM Editorial, 2008

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

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Andhra Pradesh

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Today, giants like Reliance, Dabur or even smaller players like Turtle are all making Hyderabad a hub to conquering the entire southern market. “Andhra Pradesh is an important state for expansion in South India. Rapid industrialisation in the state, is putting Hyderabad on the global map and its multi-cultural, multi-linguistic community is gradually making Andhra a real cosmopolitan centre,” feels Amit Ladsaria, Director, Turtle Ltd. Indeed, Hyderabad is emerging as a cosmopolitan and unlike other metros, it offers abundant space for real estate development which brings us to the next sphere abuzz with activities – real estate. Currently, players from all over the world like Malaysia’s Sunway Berhad (with its investment of Rs.350 crore to set up a township) & Germany’s ACI Real Estate et al have developed a hitherto hidden penchant for Hyderabad.

With respect to state income, we’d pick two cash cows that are taking care of its economic fortunes – IT (where the state claims to have scripted the highest growth in 2007) and pharma (where we can talk of names like Dr. Reddy’s, Lupin et al, which are investing in the state). Andhra today controls 50% of India’s pharma production and this in turn is also motivating young entrepreneurs to enter this lucrative market. Explains, Apu Gupta, COO of MedPlus Health Services Pvt. Ltd, “Andhra has an entrepreneurial energy made possible by high educational levels, good income levels, political stability, and relatively lower real estate values. And with its rich history of medical excellence, the state will continue to innovate in the realm of retail health-care.”


But that’s not the only two boosters that have added the spring to the gaits of Andhra. According to a CII Analyst, Andhra Pradesh left several states behind during 2008 even in the realm of infrastructure developmental projects. For instance, since 2006, 2.67 lakh hectares of area have been brought under the micro-irrigation scheme, which is the highest for any state in the country. “It is proposed that 29 such projects will be completed by March 2009. In addition, additional irrigation plans spread over 16.18 lakh acres are in the pipeline for this fiscal year,” promises P. Lakshamiah, Minister for Irrigation, Andhra Pradesh. Even in the energy department, this state is well in the high-improvement zone as Mohd. Shavir Ali, Minister for Energy, Andhra Pradesh asserts, “Power sector in the state has been performing extremely well, despite the non-increase in power tariff to any category of consumers.” These are no ‘flash-in-the-pan’ acts on behalf of the state; no wonder bigwigs like Reliance Power (in a coal-fired project spread across 2,625 acres near Krishnapatnam port) and UB Group (in a brewery plant) are ready to bet their bucks in this state with investments amounting to Rs.20,000 crore and Rs.500 crore respectively.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Tech-savvy people

Given the scenario, a few intelligent ones like RPG Cellucom have latched on to an innovative business model to succeed in the mobile retail sweepstakes. In Feb. 2008, RPG Cellucom launched their own private labels for mobile accessories, willing to make additional profits through this route. Says Singh, “Our core target audiences are the tech-savvy people and we would continue to leverage through cross-selling and up-selling of our offerings.”

This strategy also makes more sense because gross margins in the cell-phone business are a meager 4-5%, whereas the upcoming accessories market boasts gross margin to the tune of 15-30%. Small wonder that even players like Subhiksha and mBazaar have begun evaluating the private label for accessories. But this strategy has its loopholes. Of the 100 people who buy cell phones, only about 10 look for accessories. With such low demand statistics, will having their own private labels fetch adequate returns on investment for these retailers? Brand analyst Harish Bijoor feels that private labels can be an option but that “Going forward, personlised solutions in terms of desired features would be the key to their success.”

Personlisation to the extend that customers should be able to choose whether they want a camera in their phone and if yes, then the kind of configuration that the camera would have. This would mean that handset manufacturers share some product specification functions with these organised retailers. But in the ‘mass models’ driven Indian handset industry is in presently, this is easier said than done.

For now, organised retailers are doing a fancy job of aggressive expansions, but in the long run they’d have to choose their own innovative route to add-value for consumers. And that perhaps would be the key to become the King of this Castle.

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Source : IIPM Editorial, 2008

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

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History of failed overseas acquisitions

However, the question still remains unanswered. “Why now?” “Currently the valuations demanded by the companies are on the higher side and are major deterrent to big deals. Besides, apart from M&As, companies are also on a lookout for brand acquisitions to enhance their presence in respective therapeutic segments,” reasons Nangra. Also, with concerns related to economic slowdown and a history of failed overseas acquisitions, Indian companies now seem to have realised that though it’s exciting to buy big companies abroad, the real synergies are hard to achieve. Moreover, the competition from small generic drug-makers has stiffened too forcing these big pharma companies to re-think their strategies. “Develop new business models… on the basis of strengths & revenues – this is the most important factor that will decide the competitiveness and sustainance of Indian companies in the future,” agrees Dr. R. B. Smarta, MD of Interlink, a pharma and healthcare consultancy. Even Sujay Shetty, Associate Director, Financial Advisory Services Pharma & LifeSciences, PwC shares the same view. “This will not only provide the required size and expertise to the domestic companies (so that they can compete globally) but will also certainly improve efficiency; provide economies of scale; and strengthen their product portfolio, eventually benefiting the industry as a whole.”

Thus, as international pharmaceutical companies increase their activity in India and globally and bring-in modes of killing, domestic companies will need to move up the product value chain. And in this context, targeting niches seem to be the next best move. Yes, but then it’s not that simple – it all depends on what you pick!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

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

Read these article :-
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IIPM Campus