We have seen public money moving away from banking system to other financial entities

IIPM BEST B-SCHOOL

“Credit demand far outpacing deposit mobilisation did pose a challenge for most banks to meet the resource requirements which was amply reflected in the north-bound journey of interest rates, both on the assets and liabilities side of banking sector’s balance sheets since the latter half of FY ’07,” adds Rana Kapoor, CEO, Yes Bank. According to the estimates of Crisil, banks’ deposit cost was up by 60 basis points in FY ’07 to 5.1% and will go up by another 50 basis points in FY ’08. CRISIL’s analysis highlights that the proportion of bulk deposits (deposits above Rs.10 million), which carry higher interest rates and have relatively shorter tenors, has increased over the past five years. Surprisingly, more than 50% of the term deposits during the last five years were mobilized in 2007, and had tenures of less than one year, resulting in frequent deposit renewals and thus also exposing banks to interest rate risk. According to Tarun Bhatia, Head, Financial Sector Ratings, CRISIL “Several banks were able to fund their credit growth during the past couple of years by selling their excess statutory liquidity ratio (SLR) investments. However, this may no longer be feasible, given that the average SLR is currently estimated at 28%.”

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Source : IIPM Editorial, 2007

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

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Patching up our textiles!

IIPM PUBLICATION

It’s time for small and mid-sized textile companies to cash in on the true benefits of the removal of quota regime; & for a change, perhaps concentrate more on domestic markets

With the removal of textile quota restrictions from January 1, 2005 – which allowed Indian companies unrestricted access to the US and European markets – the Indian textile industry is aiming for an export target of $50 billion by 2010 and a global share of 7% by 2012. Bracing well for this target, this sector has achieved a magnanimous export figure of Rs.613.21 billion for the period April-December 2006, at a growth rate of 7.67% (according to DGCI&S).

During 2006, overseas operations were on a high to tap the growing demand in the retail sector at home and globally. Global brands like Calvin Klein, Lacoste et al, penetrated further in the high-end market, while firms back home ventured into acquisitions abroad. To name a few – Welspun India bought 85% stake in British home-textile firm Christy, GHCL bought USA-based Dan River and Spentex Industries acquired Tashkent-To’yeota Tektfil of Uzbekistan.

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Source : IIPM Editorial, 2007

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

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Presenting the signature issue of India’s most influential business magazine

IIPM BUSINESS AND ECONOMY

You must have heard the story about seven blind men describing an elephant. If you are familiar with economics, you would also know how two economists have at least three opinions between them. Something similar happens when corporate analysts, rocket scientists and equity research professionals start assessing the profitability of a firm. Some would insist that the best way to assess the profitability of a company is to concentrate on cash profits generated by the business; after all, cash is king, queen and emperor, all rolled into one. Some others insist that there is simply no match for the ubiquitous earnings per share (EPS) when it comes to analysing profitability. There are rocket scientists who have an obsessive love affair with numbers and number crunching; for them, the only way to assess profitability is to go for net profits to sales ratio; or even better, net profits to assets ratio. Then there are fans of cash EPS, operating margins, EBDIT (earnings before depreciation, interest and tax) and myriad other indicators. For someone who is not so fond of number crunching and who gets put off by a needless display of complicated tables, most of this debate becomes a futile exercise.

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Source : IIPM Editorial, 2007

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

Smoking soul out

36TH Full Time Programme In Planning & Entrepreneu...

Can we ever stop it??

An apocalypse is just waiting to happen in India in the form of public health catastrophe due to excessive production and consumption of smoked and smokeless tobacco. It has one of the highest number of tobacco-attributable deaths, an estimated eight lakh people, (16% of global tobacco-attributable transience) from diseases like cancer, stroke, heart diseases, chronic bronchitis, impotence. A recent study in India revealed that people from the lower socio-economic strata smoke more. Shockingly, at times, smoking gets precedence over food and other essentials. However, an initiative by an NGO, Salaam Bombay foundation, in association with Mumbai police, to have ‘tobacco free police stations’, has raised hope. On the ‘World No Tobacco Day’, Chandigarh is a pioneer in banning smoking officially and Mumbai hopefully is to follow suit. Is the country heading to a smoke-free zone? Well... miles to go!

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Source : IIPM Editorial, 2007

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

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A beach resort… Come for a month, at least
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