Tuesday, April 23, 2019

The road ahead


If uncertain direction of the domestic and global economy is an overhang, FY 2020 looks equipped to sail through the storm

The new fiscal year has begun with a bang. Resumption of foreign fund inflows propelled the benchmarks to notch historic highs. The economy is showing signs of mending and preparing for a takeoff. Goods and services tax collections in March were the highest ever since the introduction of the regime. Fiscal deficit for the year is under control. Deft inter-PSU buying enabled meeting of the divestment target. Encouraged by the enthusiastic response to the first auction, the Reserve Bank of India will for the second time undertake to exchange rupees worth US$ 5 billion for dollars. The exercise has achieved the twin objectives of making available funds for banks to lend in the local market and stem the slide of the Indian currency. A stronger rupee and a chest brimming with forex reserves are powerful weapons to cushion any transmission of higher oil prices. The US-China trade war has triggered scaling down of the growth trajectory of the global economy. The downside of sluggish export demand will be outweighed by the benefits to domestic manufacturing. The US Federal Reserve for the second time has kept its policy rates on hold. The looming trade disruption was one of the factors contributing to the decision. India’s central bank got the much-needed breathing space. Good liquidity and soft interest rates should boost consumption sectors. Domestic manufacturers will benefit from the weakening of commodity prices on US-induced slowdown in China. Rising input costs was a major overhang on producers’ margins in the December 2018 quarter.    

On the other side is conflicting forecasts of monsoon after an uneven one last year. An output glut has kept food prices soft so far. Supply deficiency can torpedo the benign inflation. The next policy meet of the central bank will be at beginning of the southwest agriculture season. In all probability, the RBI will prefer to take a pause in its rate cut cycle till clarity emerges in August, on the eve of the festive season. The first half of the current fiscal year is likely to be a washout because of the uncertainty. A full-fledged budget is scheduled in July. With election behind, there will no longer pressure on the government to soften the edges. The report on direct taxes is awaited. It is likely to suggest lower rates and elimination of breaks. The GST levy on most items is already at a level that cannot be pulled down any further to spur consumption. The resolution of the global disagreement on tariffs will complicate rather than ease the problem. Crude oil, tamed by the slide in buying from the euro region and China despite cut in production by the exporters’ cartel, is straining to break free on the prospect of a thaw in trade negotiations. Overseas investors will turn their back if the economy back home bounces on the normalization of ties with China. 

The year indeed looks intimidating if resurgent oil prices and possibility of deficient rainfall are viewed as headwinds instead of opportunities. Recovery in the Gulf economies will boost remittances and orders for project exporters. The unraveling of the tech story after the switch to digital and clampdown on US visas has left real estate developers reeling.  The incoming petro dollars will boost their recovery. Commodity producers, exasperated with the tepid usage, will get an opening to nurture their margins. Having faced oil shocks before, the Central government and the RBI are in a better position to handle any blowout. Careful calibration of the share of the subsidy burden with oil marketing companies on one hand and the cost of money on the other can cushion the inflationary impact on retail consumers. Not all the benefit of low crude prices was fully passed on to the refilling stations, though some states did marginally lower taxes. Real interest rates remain high despite low CPI and WPI numbers. Thus, there is plenty of room for the policy makers to sit back and watch the unfolding picture. After two consecutive periods of excess, the levelling of need for and availability of farm produce means the minimum support prices lose the sting to puncture the government’s balance sheet. Instead of a slump, sales of autos, consumer goods and housing-related products will ride on the renewed purchasing power in the rural market, supported by better return on cost of production, nil interest rate short-term loans and insurance cover. The competition in the fast-moving consumer goods segment will recede in favor of strong players with sustaining power. The success in mopping resources from the domestic and overseas debt and local equity markets by corporate India recently points to cash that is impatient to be deployed despite the uncertainty inherent in the run-up to electing a new government. No wonder, stocks did not react significantly on projection of scanty rains.

-Mohan Sule


Monday, April 8, 2019

Sentimental value


To acquire Mindtree, L&T will have to pay more than Rs 9000 crore that it wanted to use for a buyback that Sebi nipped


L&T’s hostile bid for Mindtree has stirred passions last seen in the late 1980s. Ironically, the predator was at the receiving end of unwanted advances from Dhirubhai Ambani and then Kumar Mangalam Birla.  A feisty A M Naik, who was then the CEO and MD of the engineering and construction player, succeeded in convincing financial institutions that a professionally-run company was in a better position to create wealth than becoming part of a promoter-driven enterprise. Subroto Bagchi, one of the founders of the tech solutions provider, has raised the prospect of the entrepreneur-backed venture in the danger of being levelled by the bulldozers of a conglomerate governed by hierarchies. The strategy to resist surrendering to an undesirable new owner remains the same 30 years later: tugging at the heartstrings rather than the purse strings. Loss of identity of an iconic presence remains a potent weapon to mask an underwhelming performance. If the sight of a low-level employee who had risen to the top perch fending off two powerful businessmen got sympathy then, a co-promoter taking a break from his mission to teach school kids in Odisha to come back to rescue his dream project is triggering admiration now. It would be interesting to know if today’s boardrooms and fund managers will be tolerant of a CEO who resists an opportunity for the ordinary shareholders to earn a good return on their investment.

The buyer’s capability to nurture and scale up the acquired business should ideally determine compatibility. The use of uniqueness as a defense mechanism to blunt the edge of money muscle of the bidder underscores the triumph of goodwill over balance-sheet numbers. L&T made an attractive target not only because of its dispersed holding and sluggish growth. It is known as much for its competence as for its unsullied brand, at least till recently, in a segment dotted by unorganized players and public sector companies. Though Mindtree is not among the top five IT exporters by market value, it has sticky, niche clients and an informal work environment. Even in industries whose performance hinges on customer satisfaction rather than securing contracts from government undertakings, those with friendly corporate actions and transparent management get better discounting. The market likes companies ploughing back their profit to expand, disbursing it as dividends or buying back the languishing shares. Many try to substitute these attributes by publicising their socially responsible behaviour. Donating a significant portion of his personal holding to the charitable trust controlling 67% of his company fetched a promoter appreciation but did not move the stock much. On the other hand, an auto maker battered by competition got the much-needed traction when the baton was passed by the second generation to the two heirs without any bloodshed by efficiently carving out the revenue streams.

The Naik-Ambani-Birla feud ended on a satisfactory note. RIL got a preferred executioner for its mega projects. Grasim bagged the cement division, thereby consolidating its position in the industry. L&T got rid of a capital-intensive asset and secured AAA rating in the process. Naik created an employees’ welfare trust to park the 10% stake that Birla sold back after buying it from Ambani. The foundation, controlling nearly 12% share capital, is the largest individual stake-owner and positioned to shield future attacks. The end of the present act will depend on how the players perform. Despite the advantage of size, L&T has been making the right noises. Mindtree and its team will be left alone, at least during the initial years. The response is prudent than conciliatory. If the product portfolio and market presence contribute to the discounting of manufacturers, the number of top-of-the-drawer customers and strength of the business divisions lend to valuations of firms offering generic services. Though it has outperformed the sector index since listing 12 years ago, Mindtree’s five-year EPS CAGR up to FY 2018 pales compared with that of L&T Infotech. Remarkably, cash with both was at the Rs 330-360-crore level last fiscal year, despite sales of L&T Infotech more by nearly a quarter, operating profit 40% higher and net profit twice that of Mindtree.  For the combined entity to become the sixth largest IT player by sales and the third largest by profitability, L&T will be paying Rs 10653 crore for 66.32% equity. The amount exceeds the total cash holding of the three entities. A Rs 9000-crore buyback proposed by L&T was rejected by Sebi as debt would be more than double the reduced paid-up capital and reserves.

-Mohan Sule