Showing posts with label Pune. Show all posts
Showing posts with label Pune. Show all posts

Wednesday, May 8, 2013

Indian real estate sector in 2013 and beyond

While the concept of affordable housing is expected to be the real rescuer of Indian real estate sector in 2013 and beyond, its execution still remains a big challenge due to unclear policy framework. Is there a way out?

Even the numbers indicate that “affordable housing” was nothing but a fad. According to a recent research by Lloyds TSB International Global Housing Market Review, “Housing prices in India have witnessed the biggest increase in the world over the last 10 years by a staggering 284%. However, the BSE Realty index has fallen 19% in the last one year and over 55% in the last five years.” As per Mumbai based real estate research firm Liasas Foras, “between Q4 FY2011 and Q4 FY2012, property prices in the National Capital Region (NCR) increased by 33% and in the Mumbai Metropolitan Region (MMR) by 17%. Bangalore and Pune too saw a modest increase of about 8% and 5% respectively during the period. However, interestingly the demand in India’s top six real estate markets - Mumbai, Delhi, Kolkata, Chennai, Pune and Bangalore – has fallen around 40% on an average. This is certainly a situation of low volumes and high prices.

The sector’s prospects too are looking bleak due to a series of interest rate increases since March 2010 affecting demand for real estate, along with rising input costs and mounting debt. Builders blame the rise in construction costs along with tight liquidity for their debt build-up. But the truth is the rising debt levels are more the result of an investor-driven demand. After all, a builder’s cost in constructing a property is not significant. Purchase of the land is actually done with PE investors’ money who are looking for at least 20-30% returns. Since the builder does not want to share his returns with investors, they jack up the prices of property instead. As per a report titled “Capital-driven real estate and its consequences” by Liasas Foras, property prices are raised by as much as 43% to accommodate the interest of the PE investor. Result: End-consumers suffer from unaffordable prices!

Then, there are other issues, too. Take land itself, for instance. It is not easily available and the records are not properly maintained. This makes acquiring land a time consuming, cumbersome and expensive process. “Land should also come with physical infrastructure, such as access to public transport, sewage treatment lines, and water and power supplies. Without these, no project would be saleable,” says Brotin Banerjee, MD & CEO of Tata Housing.

The increase in cost of construction also impacts this segment the most. According to industry estimates, construction costs account for more than 50% of the total price of affordable units, while in the case of luxury projects it is only around 20%. At the customer end, obtaining financing is a key constraint. One main reason for this is that this customer segment is employed largely in the unorganised sector and typically lacks documents that show proof of address, salary and other information that is mandatory for availing loans from the frontline banks.

Considering all this, it’s really tough for a real estate player to provide affordable housing unless and until the government pitches in. Agrees Navin Raheja, Chairman & MD, Raheja Developers Ltd., as he tells B&E, “For affordable housing to soon become reality the government needs to come up with a PPP model, and implement it in letter and spirit.” No doubt, the public-private partnership is a good model to cater to the housing needs at the bottom of the pyramid but not the way it is happening at present. For instance, currently, any builder can approach the government for subsidies in the name of constructing homes for the poor, and while there are stipulations, these are only on paper. The private sector has to be engaged in a manner that results in proper targeting of the housing stock. “You can’t have subsidies and then sell in a non-transparent manner,” say critics.


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
 
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Thursday, April 25, 2013

How long will Hero rule the motorbike-land?

Homegrown business brainpower from the Munjals have ensured that Hero MotoCorp hangs on to the crown for more than eleven years. And during these years, the most unexpected of moves from Bajaj have failed to dismantle Hero’s machines

In the summer of 2001, Hero Honda’s (now Hero MotoCorp) 78 year-old boss Brij Mohan Lall Munjal got the opportunity of a lifetime. He had the chance to invite 3,000 Hero Honda motorcycle owners for a grand celebration. Reason – each month, between April and July that year, Hero Honda had outrun the long-standing no.1 seller of two-wheelers Bajaj Auto in sales (volumes). So August 2001 it was, a time for Hero Honda to declare that boom time was over in Bajaj land. That Munjal Sr. wanted the world to acknowledge his company’s ascension to the throne was proven by the manner in which he used the merrymaking opportunity to pull down Bajaj a peg or two. He organised a grand celebration in Pune – Bajaj’s hometown!

The 2001-02 season proved a watershed year for Hero Honda. The uncorking of the Hero champagne bottle in Bajaj territory also symbolised a shift in tectonic plates in the two-wheeler business. During that year, for the first time in 45 years since scooter was made commercially available in India, sales of the product fell. In FY2001-02, sales of this product dipped 2.6% y-o-y to 0.85 million. On the other hand, sales of motorcycles continued to rise (by 36.8% that year to 2.89 million). By the time that financial year ended, Hero Honda had been crowned the new #1, with a market share of 49.60% (as compared to 35.08% a year back), miles ahead of the new #2 Bajaj whose market share fell to 24.60% (from 36.26% a year back).

Eleven years later, Hero MotorCorp remains the #1 in the domestic circuit with a 45.17% market share, while Bajaj – despite retaining the silver – has become smaller with a 19.10% control of the Indian market. In fact, how dominant a force Hero has grown into () can be understood from the fact that the manufacturer is today the world’s largest two-wheeler manufacturer (in volumes).

Three big changes have occurred in the industry during the past decade. First, the sight of geared scooters across showrooms is history. [The last time Bajaj rolled out this product was in 2009.] Second, having parted ways with Honda, Hero MotoCorp is an ‘independent’ powerhouse that seems to be growing in stature each quarter – much like the Bajaj of the 1980s & 1990s. Third and most important, competition in the category has risen tremendously, especially with the arrival of players like Honda, M&M and TVS, that have both geared and non-geared products on offer.

The shift of demand from geared scooters to motorcycles stripped Bajaj of its glory. While the scion of the Bajaj dynasty, Rajiv, was not slow to judge fluctuating moods in the market, his effort to salvage some pride can be only termed “reactionary”. Going by numbers, Bajaj does not appear deserted or facing a storm – actually, the situation seems fine. Today, motorcycles account for 92.67% of its sales volume (FY2011-12), as compared to just 8% fifteen years back (remember the Boxer, the Champion and the KB100 & KB125 brands?). But its high-quality positioning strategy seems to have fallen weak before Hero’s price leadership and made-for-the-masses positioning. The current market share difference is proof (Bajaj’s 19.10% vis-a-vis Hero’s 45.17%). Despite 25 products launched in the motorcycle segment since 2000-01, not only is Hero (which has launched only 16 products in the segment) sitting more comfortably on top, Bajaj is finding hard to deal with the walking dead of the present decade – scooters!


Source : IIPM Editorial, 2013.
An Initiative of IIPM, Malay Chaudhuri
For More IIPM Info, Visit below mentioned IIPM articles