Another instance is that of Home Shop 18, which actually happens to be the brain child of SAIF and, therefore, calling it an investee company won’t be right. It’s a JV between SAIF and Network 18, and an example of an idea that the Fund was sure about. The reason: SAIF had already successfully invested in Acorn, China’s largest home shopping firm, which recently got listed on NASDAQ. If one looked at the enablers for home shopping – like TV penetration, telecom penetration and spending power – it seemed the right and opportune time to tap the Indian market. India has approximately 105 million TV households, and mobile penetration of 281 million.
“SAIF partnered with Network 18, one of India’s most reputed media houses, to launch a home shopping channel with our learning and knowledge that we had in China. We knew how to source, what kind of product to sell, how to package it, and so on and so forth. We gained traction by partnering with TV-18, and we targeted TV, which had all the ingredients of success. This company is doing phenomenally well and the rate at which it is growing, it will emerge as one of the largest retail company in India in couple of years across categories, even accounting for offline players,” boasts Vibhor.
However, like all PE/VCs, Vibhor is hesitant and apprehensive to disclose SAIF’s average returns from India investments. “We are the best kept secret in India, both in terms of our returns as well as the size of our non-sponsored fund,” he says. But sources contend that the portfolio that Vibhor has been associated with has appreciated 2.5-5 times in a span of less than two years.
Entering high-growth markets like China & India is a dream for every company. The GDPs of both China & India have risen 120% in the past five years (according to IMF data). With dedicated local offices in China, India and South Korea, SAIF currently manages over $2 billion of portfolio. And as far as India is concerned, SAIF is all poised to be the next big thing, or rather, the biggest PE/VC player. Beware Blackstone and Temasek!
“SAIF partnered with Network 18, one of India’s most reputed media houses, to launch a home shopping channel with our learning and knowledge that we had in China. We knew how to source, what kind of product to sell, how to package it, and so on and so forth. We gained traction by partnering with TV-18, and we targeted TV, which had all the ingredients of success. This company is doing phenomenally well and the rate at which it is growing, it will emerge as one of the largest retail company in India in couple of years across categories, even accounting for offline players,” boasts Vibhor.
However, like all PE/VCs, Vibhor is hesitant and apprehensive to disclose SAIF’s average returns from India investments. “We are the best kept secret in India, both in terms of our returns as well as the size of our non-sponsored fund,” he says. But sources contend that the portfolio that Vibhor has been associated with has appreciated 2.5-5 times in a span of less than two years.
Entering high-growth markets like China & India is a dream for every company. The GDPs of both China & India have risen 120% in the past five years (according to IMF data). With dedicated local offices in China, India and South Korea, SAIF currently manages over $2 billion of portfolio. And as far as India is concerned, SAIF is all poised to be the next big thing, or rather, the biggest PE/VC player. Beware Blackstone and Temasek!
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 :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus
the much-needed impetus to ICL’s expansion plans. Substantiates V. M. Mohan, ICL, Joint President (Corporate Finance), “We are in the process of raising capital to fund a Rs.1,450 crore expansion plan that would double its cement production capacity to 18 million tonnes over the next two years, and to set up a 40-50 MW captive power project and buy two ships for coal transport. The QIB issue is a part of that.” The company may also reduce their debt balance through these issues.
coordinated with Bobby Kooka to create the Maharaja! We scurried out Ivan Arthur, former National Creative Director, JWT and current Vice Chairman, Aicar, who gave some eye-openers, “One day, simply looking for an interesting letterhead, Bobby Kooka phoned the agency and promptly received a number of designs, all done by this talented young JWT Art Director named Umesh Rao. One of these designs had a neat line-drawing of some Maharaja bowing in a gracious welcome. Kooka liked it a lot and the letterhead was finalised.”
always focused on expanding our membership & not just the consumer base. It’s all about connecting people who share common goals & aspirations. So, introducing world-class products at competitive prices and adequately training our distributors is what drives the organisation. As all Amway products are concentrates, we literally have to ‘train’ our distributors ‘how’ to use these products. All this is to ensure that they are armed with adequate product knowledge when they go out in the field. Because at the end of the day it’s a people business – it relies on the most important personal touch as its main promotional tool – word of mouth.