Showing posts with label CSO. Show all posts
Showing posts with label CSO. Show all posts

Monday, September 10, 2012

SENSEX: BULLS’ RALLY

While Dalal Street is flying high on a bull run, downside risks weigh heavy calling for a correction in short term

Worse, the ongoing high growth trend is also not a very clear one as in-depth analysis of the forecasts suggest that growth is not across the board. It is restricted to selective sectors like Materials, which alone is expected to provide 45% of the incremental profit. As a matter of fact, expected profit growth for Nifty companies excluding the Materials sector (where growth forecast for companies like Tata Steel is pegged at as high as 39%) is just 12%. In such a scenario, it’s really difficult to say for how long the recently sparked market euphoria will continue.

Another aspect which served as a catalyst in increasing investors’ faith on India Inc. was certainly the superb industrial production figures of July released in September. In fact, the Sensex breached the 20,000 mark within a couple of trading sessions after the Central Statistical Organization data showcased 13.8% rise in IIP (revised to 15.6%) for July. In a way the sharp rise from 5.8% in June to 15.6% in July boosted the predictions of a GDP growth of over 8.5% for the year, making India an attractive investment destination for the European and the US investors where growth is still at a meagre 1% - 2%. But then, with the release of the IIP data for August, the upbeat sentiment seem to have taken a big dent now as the Sensex on October 12 rolled down 136 points after the CSO informed that IIP growth in August declined to 5.6%. Such an erratic behaviour on part of industrial production coupled with ongoing high inflation of around 10% is not only hampering the country’s growth forecasts, but also ensuring a volatile stock market.

But then, corporate outlook and economic outlook are not the only problems for the Sensex, its valuation too is a critical aspect that needs correction. Going by reports, while the P/E ratio of the Sensex represents a 10% premium to its historical 10-year long-term average at 15.8x (times) expected EPS for FY12, in terms of price-to-book value, valuations are at a 15% premium at 2.9x FY12 expected book value. Moreover, RoE (return on equity) at 17.8% is lower than the long term average of 18.7%. Bulls may still try to justify that the valuations are lesser than January 2008 and are realistic, but no one can deny that these factors should not be ignored for long if IIP keeps fluctuating this sharply jeopardizing the country’s growth targets and thus distracting the FIIs.

Over the last couple of quarters, the Indian stock market might have recovered on strong grounds of economic recovery, but the 2,000 point spark of last month was purely backed by FIIs. And going by the track records, a bullish trend on FIIs buying is certainly the worst thing to rely on. More so, when the market is riding high on forecasts and the realities are at the doorsteps to be factored in. So today, undoubtedly, even the best of the experts, though bullish about the Indian stock market in the long term, are cautioning investors about a choppy time in the short term with a downside risk of 15-20% correction. In other words, cautioning about phase out of the September effect.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face

Wednesday, July 18, 2012

HP – The Largest IT Company in The World

The new CEO is a Software Guy and has Prior Experience only in Enterprise sales – A Clear Mismatch with The Current Philosophy of HP – The Largest IT Company in The World. Is he The Right Choice?

While HP is known for its hardware, distribution and B2C business, software is more of loose change (accounting for 2.8% of HP’s topline for Q2, 2010). And this is precisely what Apotheker has set out to repair. Expectably, under him, HP’s focus on software will increase manifold. But with software, comes innovation. And Apotheker’s SAP files prove him a failure at it. Also, he has earned a reputation for establishing an environment at SAP, which focuses on high-cost and low return maintenance and support pricing, rather than profitable applications, despite the billions spent on innovation. The fact that he has also presided over product delays and has demonstrated ill-sense of pricing techniques, also does not ensure better days ahead for HP; the foreboding danger being a repetition of what happened to SAP – HP might soon find competitors chiselling away its PC market share.

So what should Apotheker do? He has options. The most irresistible one will be not to tamper with HP’s pride – its hardware business. But he is apparently going to do that, despite knowing that Hurd tried in vain to give HP a software and enterprise business edge with its acquisitions of EDS, 3Com and Palm. Neither did the $13.9 billion EDS acquisition help HP make waves in the consulting & services business (where IBM is #1), nor did the $2.7 billion 3Com buy manage a dent in the network arena where Cisco rules. And as far as the $1.2 billion Palm buy goes, everyone knows what an HP ‘smartphone’ looks like, right?

Many claim that Apotheker might do to HP what Palmisano did to IBM. But the truth is – the very imagination lacks logic. HP is not IBM. When IBM chose to go the software way, it was being sucked into a black hole, with its hardware business collapsing. It was then that IBM decided to shed deadweight. HP is in not in a similar situation by light-years! It is the #1 IT company in the world (having made $114.55 billion in revenues in FY2009) and sells the largest numbers of PCs and printers in the world (claiming 37% of global market share in the printer segment; Q3, 2010). What makes Apotheker believe that HP needs a makeover? Whether he will take a dig on cloud computing is a wonder (as he has had his share of expensive failures in this regard while at SAP, burning $5 billion in 2 yrs.), but what is inevitable, is that HP under Apotheker will join the battle to capture the enterprise space from the likes of Oracle and IBM. This would call for expensive acquisitions of players like SAP, Salesforce.com, et al, which will put big question marks on the ROI figure of HP, that is already lower than the industry’s (12.36 and 15.56 respectively).

All said and done, Apotheker has never before been answerable to such a large shareholder base. So the first task for him is not managing the finances or balancing the software-hardware see-saw. It is to win favour of and retain talent at HP, who would already have headhunters knocking at their sedan doors, as King of Mindspring adds, “HP enjoys a host of experienced, senior executives leading its printer, server, storage and networking divisions, who can keep the company’s efforts on track while Apotheker learns the ropes.” Lesjak (CFO), Bradley (Personal Systems Group Head), Robinson (CTO & CSO), Perez (Head of HR), and Joshi (Head of Imaging and Printing Group) are names which should find a regular place in Apotheker’s dining plans over the new few months, if he is to imagine any chance of being around at a multifaceted monolith like HP before his debut speech is forgotten this time.