Documentos de Académico
Documentos de Profesional
Documentos de Cultura
2006-32
M&M
2006-32
Exhibit 1: Commercial Vehicles Sales Growth (%)
Source: Indian Industry: A Monthly Review, Center for Monitoring Indian Economy, December 2005.
There was a discernible change in the rate of growth in the sales of the commercial vehicles for the
quarter ended June 2005. The growth rate fell to 11.9 percent for this quarter. Industry experts felt
that the 8.5 percent growth recorded by Tata Motors was a major factor for this slide. At the
industry level, the profits however increased by 14.6 percent, with Ashok Leyland, Swaraj Mazda
and Tata Motors reporting healthy increases in PBDIT. All these companies registered around
19 to 20 percent increases. Ashok Leyland planned to sell around 68,000 commercial vehicles
during 2005-06, besides other plans to launch 20 new models, in both the passenger and goods
segments. In the case of Tata Motors, despite higher profits, there was a 17.8 percent decline in
sales volumes of its Medium and Heavy Commercial Vehicles. In the passenger car segment, the
sales volumes were much lower in comparison with the earlier years figures. Among the major
players, Eicher Motors alone recorded a decline in profits. Exhibit 4 provides further information
regarding quarterly financials for the period ending September 2005, of a few players in the
commercial vehicles category.
Exhibit 2: Investment Statistics: Commercial Vehicles
Project UnderImplementation
Period
New Projects
(No.s)
(Rs. Million)
Total Investment
(No.s)
(Rs. Million)
Oct., 2002
1,800.0
1,800.0
Jan., 2003
1,800.0
2,300.0
Apr., 2003
1,800.0
2,300.0
Jul., 2003
1,800.0
2,300.0
Oct., 2003
1,100.0
1,600.0
Jan., 2004
1,100.0
3,000.0
Apr., 2004
1,100.0
8,400.0
Jul., 2004
1,100.0
8,400.0
Oct., 2004
2,500.0
9,600.0
Jan., 2005
2,900.0
9,600.0
Apr., 2005
2,900.0
9,600.0
Jul., 2005
6,500.0
8,200.0
Oct., 2005
6,500.0
15,202.0
1,400.0
1,200.0
5,000.0
(No.s)
(Rs. Million)
Source: Indian Industry: A Monthly Review, Center for Monitoring Indian Economy, December 2005.
The growth of the Indian commercial vehicles industry during the last decade brought about
changes in the industry. These changes occurred both in terms of size and usage of sophisticated
technologies. When the sector was thrown open to foreign direct investment in 1996, some global
majors felt that it was the appropriate time to move into the country. In less than six years, by the
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M&M
2006-32
end of the year 2002, General Motors, Ford, Honda, Hyundai, Mitsubishi and Toyota had
established their manufacturing bases in India. The period has seen the launch of indigenous and
foreign models of cars, Multi-Utility Vehicles (MUVs), commercial vehicles and also twowheelers. New launches of vehicles in the higher end of the truck segment are expected within the
next 1 to 2 years. Two Actros truck models are to be launched by Daimler Chrysler India during
this year. These trucks would have payload capacities of 33 tonnes and 40 tonnes. Similarly, other
companies: Hyundai Motors, and Toyota Motors are keen to introduce their products covering
commercial vehicles segment. In the Indian market, Tata Motors is an important player. Its Indigo
is the leader in the popular customer category while its Indica runs close to Hyundais Santro for
the top position in the B category. In this scenario, M&Ms Scorpio has emerged as the major
challenger to Toyotas Qualis and leads the MUV/SUV segment. Industry circles feel that Ashok
Leyland, Bajaj Auto, Piaggio and TVS Motors are observing the market and are waiting to launch
their products. Exhibit 3 gives information regarding production, sales and exports of commercial
vehicles for the period October 2004 to October 2005.
Exhibit 3: Production, Sales and Exports of Commercial Vehicles between Oct. 04-Oct.05
Period
Production
(No.s)
Sales
(% chg.)
Exports
(No.s)
Exports
(% chg.)
Oct., 2004
28,306
24.82
28,588
21.83
1,943
33.63
Nov., 2004
29,318
14.81
28,801
23.19
2,257
53.54
Dec., 2004
33,358
31.06
32,656
23.74
3,170
73.32
Jan., 2005
32,792
17.41
32,932
22.97
3,302
103.08
Feb., 2005
31,852
15.53
32,597
16.97
3,190
56.22
Mar., 2005
37,592
27.43
39,618
17.89
3,520
47.84
Apr., 2005
22,523
19,125
9.17
2,246
76.57
May, 2005
29,382
10.43
26,191
4.53
2,645
63.98
June, 2005
28,965
10.91
29,610
14.38
2,575
13.04
July, 2005
32,087
15.05
27,283
8.96
3,452
60.11
Aug., 2005
31,409
25.10
31,117
19.75
3,614
33.26
Sep., 2005
33,418
21.76
35,430
16.74
3,693
42.97
Oct., 2005
36,726
29.75
35,054
22.62
3,391
74.52
Year
Apr-Oct
Apr-Oct
Apr-Oct
Apr-Oct
Apr-Oct
Apr-Oct
2004-05
18,5102
33.12
1,81,807
30.31
14,557
80.07
2005-06
21,4510
15.89
2,03,841
12.12
21,635
48.62
Year
Apr-Mar
Apr-Mar
Apr-Mar
Apr-Mar
Apr-Mar
Apr-Mar
3,50,033
27.27
3,48,387
25.52
29,949
71.80
2004-05
5.36
M&M
2006-32
Exhibit 4: Commercial Vehicles: Quarterly Financials (September 2005)
Sales
Company
PBDIT
PAT
PBDIT/Sales
PAT/Total
Income
(G%)
3378.7
9.27
12.16 11.93
7.33
6.98
750.0
74.15
8.18
9.30
4.64
5.92
76.1
6.89
0.54
2.30
2.12
12.82 0.69
7.14
1.47
4.66
3.70
Tata Motors
Force Motors
2442.3 72.28
6.68
93.85
16.9
105.0
37.5
8.70
55.0
15.38
8.26
7.07
M&M
2006-32
Analysts conclude that going by these trends, next success story in India could be the auto
component industry. This is substantiated by the fact that the size of the global auto component
industry is roughly at $1 trillion and poised for further growth. McKinseys report about the
industrys exports in 2003-04 opines that this sector has the potential to increase exports from a
level of $1.1 billion in 2004 to touch the level of $25 billion by 2015.
The Government of India recognized the importance of this sector and has designated the auto
component sector as a Thrust Sector under its Exim Policy. The Department of Commerce is
geared up to promote exports of auto components devising a specific sectoral strategy.
Significantly, outsourcing of auto components from countries like India has gathered momentum.
Consequently, the estimates are that over the next 10 years the value of such exports would touch
the US$ 225 billion mark. The Indian industry is optimistic of securing a market share of 10%.
Effectively, it would work out to an export target of US$ 25 billion by 2015. Out of this amount,
the share of the forging industry is expected to be about US$ 3 billion.
Auto components industry would have to set apart at least US$15 billion as incremental
investment to meet the demands of both domestic and international customers, and by the year
2015, this investment is expected to generate additional direct employment of 7,50,000 while
providing indirect employment to 1.8 million people. Hence, the industry experts believe that the
Indian auto component industry along with the forging industry is set to be positioned in the top
slot internationally while it would emerge as a major driver of growth and employment within the
country.
Some Constraints
The automobile industry needs to carefully watch out with regard to certain crucial inputs. The
average international prices of Steel are expected to increase during the next year. Similarly, the
prices of non-ferrous metals are also expected to go up. In the power sector, the call to review the
Electricity Act, 2003, has created an element of uncertainty. Uncertainty in the price levels of oil
and gas could create conditions of instability.
THE COMPANY
The year 2005 marked the 60th anniversary of M&M; and M&M looks upon this momentous
milestone as significant as per Indian tradition. The multi-sector business conglomerate that the
Mahindra Group is today had a humble beginning. It began as a 2-man partnership in the year
1945. The company that began its operations as a small jeep assembly unit developed into a
manufacturing giant by the year 2003. At the same time, the company initiated plans to become a
competitive player in the global market.
Today, M&M is ready to take on the world. It is reaching out to China, Europe, the Middle East,
USA, South America, Africa, and South Asia. Analysts say that this is the essence of the M&M
spirit faith in our abilities and the belief that all things are possible.
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M&M
2006-32
Automotive Sector
The Automotive Sector of M&M remains as a dominant player in the Multi-Utility Vehicles (MUV)
segment. The company also entered the three-wheelers category. By the year 2005, the company
witnessed expansion into new export markets. Malaysia, South Africa, UAE, and Uruguay
emerged as new destinations. Keeping an eye on the growing passenger car segment, the company
has inked a joint venture project with Renault, a famous French company, to introduce their new
car, Logan, in India.
COMPANYS INITIATIVES
On the products front, M&Ms indigenously developed and built SUV Scorpio is its flagship in
both the domestic and international markets. Since its launch in 2002, around 2,400 Scorpios are
sold per month in the Indian market with an additional 250-300 units sold in the global markets of
Malaysia, the Middle East, Greece, Italy, and South Africa. Auto analysts say that Anand Mahindra
is well aware of the fact that if he wants to capitalize on the momentum created by Scorpio, then his
712
M&M
2006-32
brand buffet has to be enlarged to include a wider fare. As per plans made in year 2005, Scorpio
could well be manufactured at Renaults Dacia plant in Romania. Scorpio could then enter the
developing European pockets utilizing Renaults distribution network. Analysts say that as a majority
stakeholder, M&M stands to gain in both the ventures. This is in stark contrast to its movement in the
reverse gear during mid-90s when it entered into a joint venture with Ford Motors.
M&M has plans to manufacture medium and heavy commercial vehicles by the year 2008.
M&Ms brands like Armada, Bolero, and Scorpio have positioned it as a market leader in the
utility vehicle segment of passenger cars. Currently, M&M manufactures mini trucks, under the
brand name Loadking, having a carrying capacity ranging between 3.5-6 tonnes. The company is
also finalizing a modified variant of Loadking that will have a carrying capacity of upto 7.5 tonnes. In
the passenger-bus coaches segment, the company manufactures coaches under the brand name
Tourister.
Industry analysts feel that Anand Mahindra, struck deals across the world in different areas such as
manufacturing, marketing, and outsourcing, keeping an eye on auto-component units. According
to Anand Mahindra, their aspiration is to build a global household brand which is rugged, reliable
and people-centric. Pawan Goenka, President of M&Ms automotive sector echoed this sentiment
when he said, We cant remain competitive without a global presence. The company aims to
become the Land Rover of the Sports Utility Vehicle (SUV) market. The company is pumping
in Rs.12 billion for building extra capacities and rolling out new products. The plans are to make
M&M a global juggernaut. The revenues are slated to touch $5 billion within the next three years
ending 2008. The share of exports is expected to go up from the current 8 percent to 30 percent.
M&M announced two high-profile joint ventures during the year 2005, and analysts said this
reflected the companys quest for portraying it as a global venture. Firstly, it decided to enter into
51:49 percent joint venture with Renault of France. Their plans are to introduce Logan, the midsized car into the Indian market by mid-2007. This project with a capacity to produce 50,000 cars
per annum is estimated to cost Rs.7 billion. A new plant would be set-up in Nashik, Maharashtra
where Logan would be manufactured. These cars shall sport Mahindra-Renault brand name.
Secondly, M&M entered into an agreement with International Truck and Engine Corporation of
the US to facilitate its entry into commercial vehicles manufacture having a higher cargo carrying
capacity. For this diversification program, M&M is expected to invest about Rs.4 billion. (Refer
Exhibit 5 for financial information). This 51:49 percent joint venture company, named, Mahindra
International Private Limited would increase the current commercial vehicles capacity of 10,00015,000 units to 50,000 with this tie-up. According to the company sources, the necessary Research and
Development (R&D) work for the project has already been initiated. The companys plans are to
achieve 90 percent indigenous status. While, M&M manufactures its LCVs at its Zaheerabad plant in
Andhra Pradesh, the company plans to set-up a new factory for the manufacture of medium and
heavy commercial vehicles. Along with an upgraded version of its LCV Loadking, the company
expects to launch more products after 2005. The future looks bullish as more stretches of roads
along the golden quadrilateral are expected to increase the market for higher tonnage vehicles.
Exhibit 5: Financial Position at a Glance
(Rupees in Million)
Particulars
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
Gross Fixed Assets
281044 255927 248913 241677 223148 185992 161464 142653 114642 81314
Net Fixed Assets
147488 139160 146609 153723 148252 123199 109961 101741 81011 53835
Investments
118979 111115
86227
80013 71000 82299
81030 65596 60934 41444
Inventories
75983 49970
45675
46904 55253 51554
43697 51485 44716 38298
Debtors
51153 40048
51708
64778 63201 46158
59207 51657 20805 15550
Other Current Assets
104602 62476
63964
61554 52911 68373
80381 72998 72926 42624
Misc. Expenditure not written off
2438
964
3972
22361 15516
9684
5988
3623 1819
Long-term
94140 65203 107190 119180 79088 84481 133457 115147 95847 16809
Borrowings
Short-term
11122
7778
6794
18526 34304 10886
13162 18363
6924 20976
Current Liabilities and Provisions
175180 132924 109478 105074 92704 90021
87027 81623 71559 61070
Deferred Tax Liability (Net)
18975 20325
17710
13790
Equity Capital
11601 11601
11601
11601 11049 11049
10337 10337 10179 10179
Reserves
189625 165902 145380 138801 195833 190662 139877 123995 99506 84536
Net worth
201226 177503 156983 150402 206882 201711 150214 134332 109685 94715
Book Value Per Share (Rupees)
168.35 149.15
130.56 128.26 165.50 166.90 134.14 122.29 102.20 *89.19
* Book value per share is shown after giving effect to a 2:3 bonus issues in February, 1996.
Book value per share is calculated after reducing intangible assets, miscellaneous expenditure not written off and revaluation reserve from
net worth.
M&M
2006-32
Dividend
The company announced dividend consistently from the year 2002 onwards. As the Exhibit 6
given below shows, the percentage has shown an upward trend. For the year, 2005, it has
announced a dividend of 100% and a special dividend of 30% that aggregates to Rs.13 per share.
This dividend would be paid to all the registered shareholders existing in the books of the
company as on the date of book closure.
Exhibit 6
Year
Dividend Rate (%)
2002
50
2003
55
2004
90
2005
130
INTERNATIONAL SCENE
Mahindra (China) Tractor Company was set up in July 2005 as a joint venture between Mahindra
Overseas Investment Company (Mauritius) Limited and Jiangling Motor Corporation Group.
M&M took an 80% stake in the joint venture and agreed to contribute its share of $8 million out of
the $10 million required for purchasing Jianglings tractor unit: Jiangling Tractor Company, while
the remaining 20% would be held by Jiangling Motor Corporation. It has indicated that the
purchase of Jiangling Tractor Company is subject to regulatory approvals and based on some
undisclosed conditions. M&M, believed that this China deal would help the company to tap the
tractor market in China, and also facilitate sourcing parts at competitive rates for its Indian and
overseas manufacturing units.
In its bid for the state-owned Romanian tractor company Tractorul SA, the largest tractor
manufacturer in Romania, M&M found itself short-listed. The Romanian conglomerate MYO
who is also the bidder for Tractorul, is the competitor for M&M. It was originally planned that
Tractorul would be auctioned after the failure of protracted negotiations with Landini the Italian
company. As per indications, the Romanian government would negotiate directly with bidders for
selling its 80 percent stake in Tractorul. While M&M is reported to have placed its formal bid with
AVAS, (the government agency in charge of the privatization process in Romania), significantly
another Indian company, the Tata group also evinced interest in a possible deal.
Tractorul has the capacity to produce 18,000 tractors per year in the 26-100 HP category. Its unit
in Brasov manufactures 24,000 diesel engines for tractors. The unit has a castings and forging
capacity of 35,000 tonnes and 20,000 tonnes respectively. Currently, over 700,000 Tractorul
machines are being used in Egypt, Iran, and Turkey. As compared to the Romanian tractor market,
which sells only around 6,000 units per year, the Indian market appears attractive as 190,000
tractors were sold in India during the year 2003-04.
Finance
During the FY 2005, the company bought back debentures aggregating Rs.450 million and prepaid
Sales Tax loan amounting to Rs.350 million and secured the benefits of an attractive discount rate.
As a measure aimed at reducing its interest cost on the debt portfolio, the company utilized
derivative instruments. Attempts were made to follow a prudent financial policy, aimed at
improving the capital structure and debt protection levels.
CRISIL Limited (CRISIL) upgraded the credit rating from AA to AA+ to the 6 outstanding
debentures of the company. Fitch Ratings India Private Limited (FITCH) which revised the rating
outlook from AA+ stable to AA+ positive also did a similar upgradation to the companys
outstanding debentures. The bankers consortium treats the company as a prime customer and
facilities at prime pricing are also offered to the company.
The year also marked the implementation of CFM-SAP financial module for loans and
borrowings. This was aimed at ensuring integration in financial transactions, improving process
efficiencies and providing value addition in MIS for decision-making.
714
M&M
2006-32
It was a scenario of an appreciating rupee and low interest rates in the international markets for the
most part of the year. In response, the company utilized a combination of financial instruments
aimed at protecting and maximizing export realizations. In May 2004, the company offered US$ 100
million FCCB to international investors. The bond was issued as a Zero Coupon instrument having
a maturity of five years. Its redemption price of 117.5% would yield 3.25% till maturity. The
prevailing share price at the time of the bond issue was Rs.472.30 and the conversion price was
fixed at Rs.647.05. The funds raised from the bond issue are being used for capital expenditure
projects, acquisitions outside the country and for other purposes.
Stock Options
The trustees of the Mahindra & Mahindra Employees Stock Option Trust granted 88,855 stock
options to eligible employees during the year 2004-05. The decision to grant stock options was
taken by the Remuneration/Compensation Committee, and communicated to the Mahindra &
Mahindra Employees Stock Option Trust. The stock options were priced at a discount of 5.13%
against the average of the daily high and low of the quotations for the companys shares on the
Mumbai Stock Exchange. The period considered for this purpose was fifteen days prior to the date
of recommendation for granting options to all eligible employees. The number of options granted
as at the end of March 2005 was 2,182,751. A total of 1,163,547 options were exercised and an
amount of Rs.68,649,273 was received by the Trust. The number of options still in force is
875,647. The company management says that the personnel cost as a percentage of sales drops
from 8.40% to 6.97% primarily due to the increase in productivity and activity levels.
NEW PRODUCTS
M&M launched three-wheeler Champion Alfa model in the 0.5 tonne-payload segment in the
month of August 2004. It was priced around Rs.110,000. M&M also announced the launch of pick-up,
the Maxx Pik Up Flat Bed. It targets the commercial and entrepreneur segments.
There is a view from industry experts that M&M is seeking to traverse the safe path. Critics say
that Anand Mahindra is a safe player, while the route followed by him is more strategic than
patriotic. The example of Tatas, who produced an indigenous car, is mentioned while at the same
time it is also mentioned that M&M seeks to fulfill its ambition to become a full-fledged auto-maker by
piggybacking on foreign tie-ups. The threat perceived by such critics is that India would then be
turned into a launch-pad for foreign entrants. This could well mean that such foreign players could
even sound death-knell for M&M itself. M&M did indeed consider the option of making its own
car, which however was dropped for certain reasons. M&M is however in no mood to replicate the
Tata model for cars. Instead, Anand Mahindra believes that his group is a niche player. As a
result, the company retains the ability to be nimble, agile and focussed in building a global
brand DNA.
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A SUBSIDIARY
M&M floated the subsidiary, Mahindra Automotive Steels Private Limited (MASPL) for auto
components business. MASPL, acquired the Chakan unit of Amforge Industries Limited. As per
the terms of agreement, the merger of Amforge Industries forging unit in Chakan with MASPL
was done in April 2005 at a swap ratio of 1:1. The Amforge shareholders were entitled to get one
share of Mahindra Automotive for every share held. The swap ratio for the merger was approved
by the Board of Directors of both Mahindra Automotive and Amforge Industries Limited.
Exhibit 7
457.25
360.00
409.50
429.15
405.50
410.00
435.00
483.00
471.25
525.10
467.05
GDRs
National Stock
Exchange
High Rs.
Low Rs.
497.00
497.50
457.40
525.00
471.50
468.00
495.00
553.40
563.00
573.50
562.00
457.25
405.90
405.90
429.25
405.60
410.20
426.25
484.20
471.80
458.60
463.85
Luxembourg Stock
Exchange
High US$ Low US$
11.00
10.70
9.70
11.20
9.50
9.88
10.41
12.50
11.45
12.65
12.15
10.80
10.03
9.40
9.97
8.85
9.25
10.04
11.00
11.45
12.11
11.68
M&M
2006-32
After the merger, and as per the terms of the merger agreement, M&M infused Rs.1.28 billion into
its auto ancillary subsidiary as equity. The plans are that the auto ancillary subsidiary will grow
into an integrated forging and machining unit.
MASPL would manufacture gears, sheet metal and composites, and a machining unit too was
proposed to be set-up. The forging business of the Chakan unit that manufactures crankshafts and
connector rods, could perhaps establish it as one of the largest integrated forging companies in India.
M&M also formed Mahindra Systems and Automotive Technologies (MSAT), a company for
manufacturing auto components. This company has acquired on the domestic front, a
51 percent stake in the Rajkot-based SAR Transmission Private Limited for a consideration of
Rs.14 billion. This joint venture called STPL would be engaged in the production of automobile
gears and transmissions. This acquisition aimed at strengthening M&Ms presence in the gear
components business.
After MSAT had acquired the 36000 tonne Chakan unit of Amforge in April there were reports
that it is likely to buy Ramakrishna Forgings, which is a Rs.84 billion, Kolkata based forging
company, which has a 25,000 tonne capacity plant in Jamshedpur. Ramakrishna Forgings,
reportedly, were scouting for a strategic partner. This company is a family-owned business. The
control of the Jalan family is to the extent of 55% with the rest held by the public and financial
institutions. The turnover of the company for the year ending March 2005 was Rs.85 billion. The
company earned a net profit of Rs.50 million during this period. As per the projections, the sales
and net profit are expected to go up to Rs.1.4 billion and Rs.12 billion, respectively, by the end of
FY 2006.
Speculation about the possible deal with M&M was fueled after noticing a rising trend in the share
price of Ramakrishna Forgings. The share price of Ramakrishna Forgings rose markedly by 37%,
from Rs.67 to Rs.91.65 on a single day (intra-day it went up to Rs.95). M&M showed an increase
by 2.12 percent as it moved to Rs.692.30. The company had also shown good performance in
increased tractor sales. The scrip was in great demand in the market following the publication of
the companys first quarter results ending June 2005.
Answering to queries an M&M official said, We do not comment on speculative reports while
an official of Ramakrishna Forgings said, As of now, nothing is happening.
Press reported that the talks failed between Ramakrishna Forgings and M&M. The negotiations
were apparently stalled due to differences in valuation between what the promoters of
Ramakrishna Forgings expected and what M&M offered to pay. M&M desired that it needs a 51%
controlling interest to enable the consolidation of the companies with the parent.
In this scenario, M&M remains aggressive as it looks around for buyouts both in India and abroad.
As part of this exercise, it remains active as it conducts talks with auto component manufacturers
particularly in India, China, and Germany. The question then is whether it is sustainable? Anand
Mahindra sounds positive and states that he is rather building an off-shoring business. His
confidence is reflected in his belief I am not the M&M of the 1990s.
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M&M
2006-32
ANNEXURE I
Profit & Loss Account: Summary
Mahindra & Mahindra Ltd.
Rs. Million (Non-Annualized)
Mar. 2000
Mar. 2001
12 mths
Mar. 2002
Mar. 2003
Mar. 2004
Mar. 2005
12 mths
12 mths
12 mths
12 mths
12 mths
Income
Sales
43190.8
42761.8
39345.4
44982.5
58870.9
76495.2
Other income
1258
1133.3
900.9
1210.2
1342.7
1895.4
Change in stocks
871.1
365.3
597.2
-333
90.1
1620.4
375
293.2
375
899.2
695.1
459.7
22851.6
23626.5
20159.2
23942.6
32758.8
46127.1
3975.7
4098.1
3726.4
3845.8
4254.5
4687.8
433.1
472
408.3
440.1
456.4
526.4
7873.2
7696.6
6914.9
8017.5
9745.6
10735.8
613.8
1060
1214.1
1178.7
1739.7
2016.8
Non-recurring income
Expenditure
Raw materials, stores, etc.
Wages & salaries
Energy (power & fuel)
Indirect taxes (excise, etc.)
Advertising & marketing expenses
Distribution expenses
460.3
531
784.1
775.2
1148.4
1680.4
3371.8
3434.5
3277.9
3662
4002.2
5583.9
267.4
264.4
174.9
196.1
167.3
352.9
Non-recurring expenses
230.8
85.6
158.8
305
328
105.2
9360.2
Others
Profits/ Losses
PBDIT
Financial charges (incl. lease rent)
PBDT
Depreciation
PBT
Tax provision
PAT
6152
3813.7
3555.3
4788.1
6732.5
1414.5
1127.2
1156.4
1159
769.3
302.4
4737.5
2686.5
2398.9
3629.1
5963.2
9057.8
1232.7
1400.9
1393.8
1658.8
1661.5
1846.8
3504.8
1285.6
1005.1
1970.3
4301.7
7211
870
80
36
515
896.5
2150
2634.8
1205.6
969.1
1455.3
3405.2
5061
674.5
669.7
562.1
719.8
1177.9
1719.6
1960.3
535.9
407
735.5
2227.3
3341.4
Appropriation of profits
Dividends
Retained earnings
Source: CMIE.
718
M&M
2006-32
ANNEXURE II
Liabilities
Liabilities: mfg. cos.
Mahindra & Mahindra Ltd.
Rs. Million (Non-Annualized)
Mar. 2000
12 mths
Mar. 2001
12 mths
Mar. 2002
12 mths
Mar. 2003
12 mths
Mar. 2004
12 mths
Mar. 2005
12 mths
Net worth
20171.1
20688.1
15040.1
15698.3
17750.4
20122.6
1750
1750
1750
1750
1750
1750
Authorized capital
1104.8
1104.8
1160.1
1160.1
1160.1
1160.1
1104.8
1104.8
1160.1
1160.1
1160.1
1160.1
546
546
546
546
546
546
Buyback amount
19066.3
19583.3
13880
14538.2
16590.3
18962.5
17344.4
17762.8
11651.8
12616.6
15157.5
17886.8
8154.8
8148.5
3612.9
3518.9
2520.8
1714.5
Preference capital
Bonus equity capital
9189.6
9614.3
8038.9
9097.7
12636.7
16172.3
Specific reserves
1542
1653.1
2067
1766.5
1284
932.5
Revaluation reserves
179.9
167.4
161.2
155.1
148.8
143.2
9536.4
11338.9
13770.5
11398.3
7297.8
10525.9
744.5
2152
3180.5
2409.1
3299.5
2349
744.5
2152
1388.4
229.6
1477.6
1084.3
Accumulated losses
Borrowings
Bank borrowings
Short-term bank borrowings
Long-term bank borrowings
Financial institutional borrowings
Govt./sales tax deferral borrowings
Debentures/bonds
Fixed deposits
Foreign borrowings
Borrowings from corporate bodies
Group/associate cos.
1792.1
2179.5
1821.9
1264.7
3120
2198
1415.3
1776.7
2003.4
2478.5
5313.1
6700.1
8704.1
6760.3
1575.1
1055.1
242.1
211.3
332.2
422.9
395.4
247.7
4374
102
67
32
27
24
21.3
Commercial paper
100
Other borrowings
14.7
10.5
6.4
2.3
0.4
0.3
Secured borrowings
8367.5
8917.7
11551
9241.6
4852.3
3368.2
Unsecured borrowings
1169.1
2421.4
2219.7
2156.9
2445.7
7157.9
216.3
606
1031.1
1275.6
1782.3
920.7
1792.1
2179.5
2941.2
5879.8
2136.6
2374
2327.3
2287.8
9002.6
9292.1
10509.4
10948
13041.7
17359.4
7583.1
7989.7
8335.2
8915
10098.9
12521.1
7394.6
7611.3
7851
8516.8
9347.2
11865
169.1
153.5
462
368.4
159.2
129
719
M&M
2006-32
Mar. 2000
12 mths
Mar. 2001
12 mths
Mar. 2002
12 mths
Mar. 2003
12 mths
Mar. 2004
12 mths
Mar. 2005
12 mths
19.4
224.9
22.2
29.8
592.5
527.1
1419.5
1302.4
2174.2
2033
2942.8
4838.3
Provisions
Tax provision
Dividend provision
223.7
373.2
607.7
607.7
562.1
638.1
1044.1
1508.1
66.8
62
81.7
133.8
211.5
Other provisions
745
632.7
1612.1
1313.2
1541.2
2745.5
38710.1
41319.1
41456.6
40418.6
40417.2
50295.7
Bills discounted
163.3
443.4
891.3
577.7
1127.5
1224
Disputed taxes
1083.5
1201.3
455.3
464.9
5649
5199.2
Letters of credit
1213.2
1846.6
1004.2
455
729.8
478.4
9.5
35.6
26.5
14.5
3.1
3049.9
1781.6
589.1
390.8
639.6
908.6
Total liabilities
Contingent liabilities
Total guarantees
Future lease rent payable
Liabilities on capital account
Source: CMIE.
720
M&M
2006-32
ANNEXURE III
Assets
Assets: mfg. Cos.
Mahindra & Mahindra Ltd.
Rs. Million (Non-Annualized)
Mar. 2000
12 mths
Mar. 2001
12 mths
Mar. 2002
12 mths
Mar. 2003
12 mths
Mar. 2004
12 mths
Mar. 2005
12 mths
18589.3
22332.8
24170.7
24909.7
25391.8
27828.3
2741.8
3142.7
3437.2
3784.9
3834.5
3993.9
13490.7
15599.6
16348.6
19638.7
20154.7
21422.3
1289.4
728.7
847.4
897.6
947.6
1003.1
Capital WIP
1628.1
2743.1
3487.3
538.5
399.5
1122.7
6269.3
7489.7
8795.5
10230.4
11658.2
13268.4
12320
14843.1
15375.2
14679.3
13733.6
14559.9
Revalued assets
179.9
167.4
161.2
155.1
148.8
143.2
8230.1
7121.3
8003.1
8622.7
11111.5
12322.5
4542.3
4831.7
5755.7
5724.2
8144.1
9182.5
112.6
356.3
320.1
634.9
1662.9
Other investments
3687.8
2177
1891.1
2578.4
2332.5
1477.1
Marketable investment
2729.5
1194
1371.2
48.8
1393.1
2449.1
637.3
637.3
634.4
672.1
672.1
Quoted investment
2729.5
1831.3
1014.9
48.8
758.2
786.2
2272.6
646.6
406.1
12.1
351.8
1718.4
Investments
In group/associate cos.
In mutual funds
In group/associate cos.
757.6
603
294.8
390.3
Inventories
5155.5
5525.4
4690.4
4567.4
4997
7598.3
1981.3
1985.8
1740.2
1950.2
2276.9
3257.8
1613.9
1627.6
1431.2
1670.4
2013.1
2953.7
367.4
358.2
309
279.8
263.8
304.1
2883
3124.2
2487.8
2251.9
2479.1
4219.6
2525.1
2830.9
2261.6
2016.5
2145.8
3746.6
357.9
293.3
226.2
235.4
333.3
473
291.2
352.2
399.2
63.2
63.2
365.3
241
120.9
Stock of shares/securities
Other stock
8799
10147.1
10724.3
9140.3
7648.4
8735.5
4615.8
6320.1
6477.8
5170.8
3993.9
5112.8
477.4
670
722.1
710.3
813.1
585.3
64.8
48.2
29.9
28.6
37.7
22
762.9
747.7
770.3
1142.2
853.4
415.7
762.9
747.7
770.3
718.1
283.6
256
424.1
569.8
159.7
Raw materials
Stores and spares
Finished and semi-finished goods
Finished goods
Semi-finished goods
Incomplete construction contracts
Receivables
Sundry debtors
Debtors exceeding six months
Accrued income
Advances/loans to corporate bodies
Group/associate cos.
Other cos.
Deposits with govt./agencies
28.6
14.9
29.6
5.2
4.7
3.1
188.8
499
643.8
673.6
982.7
1065.3
Other receivables
3138.1
2517.2
2772.9
2119.9
1776
2116.6
2653.9
1446.1
1906
2408.7
2333.1
6239.8
Cash-in-hand
1189.8
1062.3
1224.2
1269.3
1423.4
1623.4
Bank balance
1464.1
383.8
681.8
1139.4
909.7
4616.4
1551.6
2236.1
397.2
298.8
449.4
202.3
205.6
1551.6
2236.1
397.2
96.5
243.8
381.1
423.9
193
92.8
210.7
1170.5
1812.2
204.2
3.7
33.1
38710.1
41319.1
41456.6
40418.6
40417.2
50295.7
Source: CMIE.
721
M&M
2006-32
ANNEXURE IV
Cash Flow
Cash flow: mfg. cos.
Mahindra & Mahindra Ltd.
Rs. Million (Non-Annualized)
Net profit before tax & extra ord. items
Add: Depreciation
Interest payable
Gain or loss on forex transactions
Write offs/amortization
Profit on sale of investments
Profit on sale of assets
Interest income
Dividend income
Other income/provision adjustments
Cash flow before working cap. changes
Trade receivables
Mar. 2000
12 mths
Mar. 2001
12 mths
Mar. 2002
12 mths
Mar. 2003
12 mths
Mar. 2004
12 mths
Mar. 2005
12 mths
3469
1437.8
983.8
1393.8
4087.1
7006.2
1232.7
1400.9
1393.8
1654.4
1652
1840.5
1414.5
1127.3
1156.4
1159
769.3
302.4
10.2
18.3
65.6
77
65.7
-9.9
273.4
206.6
132.9
87.2
30.3
17.7
204.4
79.1
31.4
65.1
52.1
8.4
60
39.4
13.9
36.3
40.3
15.7
-638
555.9
754.9
877.3
829.8
1104.7
2.3
19.5
30
0.5
7.9
5701.8
3317.5
3057.5
3495.3
5763.3
8051.6
1099.6
1761.7
164.8
1646.6
1138.8
1829.2
1033.1
369.9
842.7
122.9
393.2
2601.3
985.6
49
158.5
1019.2
1598.5
2490.2
6753.9
1234.9
3576.9
6284
8107.4
6111.3
742.9
390.2
175.1
152.8
720.5
2083.1
66.8
62
81.8
133.8
6011
777.9
3339.8
6131.2
7305.1
3894.4
795.8
951.8
2487.4
693.4
8.3
236.2
5215.2
173.9
852.4
5437.8
7296.8
3658.2
1552.3
953.4
1440.5
545.9
1011.4
1743
2550
3639.1
1950.4
1160.1
932.2
2692.7
41
37.1
50.1
183.7
59.9
61.5
Acquisition/merger of cos.
85
76.8
13179.2
5758.6
7922.3
14647.2
29907.5
35763.2
Inventories
Trade payables
Others
Cash flow from operations
Purchase of investments
Sale of investments
13483.4
6967.6
8059.2
14448.6
28765
35143.6
Project expenses
679.6
342.3
200
122.5
487.7
Interest received
249.7
510.8
357
241.9
274.7
315
Dividend received
317.8
249.2
308.2
587.2
529.4
705.1
4116.6
62.3
1059.6
4383.9
6357.5
2058.4
325.9
302.7
4015.3
6504.5
2745.9
1853.6
5593.7
2243.6
2217.9
4132.4
5283.5
6592.5
2160.8
Interest paid
1546
1255.7
1033.5
1286.7
982
332.5
Dividend paid
629.7
604
604.9
559.6
636.6
1042
453.7
1189.6
471.5
508
-72.1
3973.6
3065.6
2611.9
1422.3
1897.4
2405.4
2333.3
2611.9
1422.3
1893.8
2405.4
2333.3
6306.9
Source: CMIE.
722
M&M
2006-32
ANNEXURE V
Key Ratios
Profitability Ratios:
Mahindra & Mahindra Ltd.
March 2002 March 2003 March 2004 March 2005
Percent (Non-Annualized)
12 mths
12 mths
12 mths
12 mths
Margins ratios (%)
As % of gross sales
PBIT (NNRT)
4.94
5.64
7.99
9.36
PBT (NNRT)
2.01
3.06
6.68
8.96
PAT (NNRT)
1.91
1.91
5.16
6.15
Operating cash flow
9.09
13.97
13.77
7.99
As % of net sales
PBIT (NNRT)
6
6.86
9.58
10.89
PBT (NNRT)
2.43
3.72
8.01
10.43
PAT (NNRT)
2.32
2.33
6.18
7.16
Operating cash flow
11.03
17
16.5
9.29
Corporate tax as percent of PBT
3.58
6.24
14.76
29.82
Returns ratios (%)
As % of total assets
PBIT (NNRT)
4.92
6.35
12
16.26
PAT (NNRT)
1.9
2.16
7.75
10.69
As % of net worth
PBIT (NNRT)
11.73
16.89
28.81
38.45
PAT (NNRT)
4.54
5.74
18.61
25.28
As % of capital employed
PBDIT (NNRT)
12.22
15.69
25.65
34.31
PBDT (NNRT)
7.99
11.35
22.55
33.15
PBIT (NNRT)
7.12
9.48
18.95
27.27
Appropriation of profits (as % of PAT)
Dividends
58
49.46
34.59
33.98
Equity dividends
58
49.46
34.59
33.98
Preference dividends
0
0
0
0
Retained profits
42
50.54
65.41
66.02
Dividends/net worth
3.39
4.79
7.22
9.24
Equity dividends/equity capital
49.64
62.05
101.53
148.23
Equity dividends/equity cap. & sh. prem.
8.01
15.23
28.18
52.46
NNRT: Net of Non-recurring Transactions
Source: CMIE.
723
M&M
2006-32
ANNEXURE VI
Option Price of M&M as on 6.01.2006
Instrument
Underlying
Type
OPTSTK
M&M
OPTSTK
M&M
OPTSTK
M&M
Expiry Date
25 JAN. 2006
25 JAN. 2006
25 JAN. 2006
Number
Turnover
Underlying
Option Strike Last
of
in
Type Price Price Contracts
Value
Rs. lakh
Traded
CA
520.00 13.70
11
73.44
512.55
CA
500.00 24.30
11
71.88
512.55
CA
540.00
41.14
512.55
8.00
724
M&M
2006-32
ANNEXURE VII
Weekly Movement of M&M Share Price and Nifty
Date
M&M
Closing Price
Nifty
Closing
5-Apr-04
472.55
1856.6
12-Apr-04
472.95
1838.2
19-Apr-04
466.5
1844.05
27-Apr-04
463.65
1817.25
3-May-04
451.65
1766.7
10-May-04
490.25
1769.1
17-May-04
393.8
1388.75
24-May-04
475.4
1608.85
31-May-04
423.05
1483.6
7-Jun-04
444
1542.55
14-Jun-04
439.55
1481.35
21-Jun-04
432.15
1482
28-Jun-04
436.7
1514.35
5-Jul-04
458.85
1526.85
12-Jul-04
501.35
1556.95
19-Jul-04
465.05
1571.6
26-Jul-04
446.6
1618
2-Aug-04
447.1
1639.05
9-Aug-04
446.2
1642.6
16-Aug-04
426.15
1599.15
23-Aug-04
411.7
1578.2
30-Aug-04
424.5
1628.45
6-Sep-04
444.75
1644
13-Sep-04
439.85
1675.2
20-Sep-04
449.2
1728.8
27-Sep-04
436.3
1717.5
4-Oct-04
452
1805.65
11-Oct-04
444.1
1807.75
18-Oct-04
424.4
1786
25-Oct-04
418.55
1757.25
1-Nov-04
448.05
1797.75
8-Nov-04
451.3
1862.8
16-Nov-04
470
1879
22-Nov-04
468.5
1873.35
29-Nov-04
492.2
1939.65
6-Dec-04
501.6
1993.15
13-Dec-04
509.45
1985.35
725
M&M
2006-32
Date
M&M
Closing Price
20-Dec-04
525.5
2026.85
27-Dec-04
546.2
2062.6
3-Jan-05
556.45
2115
10-Jan-05
518
1982
17-Jan-05
489.45
1932.9
24-Jan-05
481.6
1909
31-Jan-05
540.1
2057.6
7-Feb-05
539.45
2055.1
14-Feb-05
562.05
2098.25
21-Feb-05
531.75
2043.2
28-Feb-05
537.2
2103.25
7-Mar-05
557.3
2160.1
14-Mar-05
531.35
2146.35
21-Mar-05
509.15
2096.6
28-Mar-05
479.5
2029.45
Source: www.nseindia.com
726
Nifty
Closing
M&M
2006-32
Reference
1.
2.
www.indiainfo.com
3.
www.domain.com
4.
www.mahindra.com
727
M&M
2006-32
2.
Perform the SWOT Analysis of Mahindra and Mahindra Limited (M&M Ltd.).
3.
Based on the financial statements provided in the Annexures, perform ROA analysis for
M&M Ltd. for the past four years and comment on the same.
4.
Analyze the factors affecting the demand and supply of the Automobile Industry. How the
Automobile Industry performed in 2004-05 and what is the future outlook for the Industry?
5.
What is difference between Strategic alliance and a Joint Venture? What is the rationale
behind joint venture between M&M Ltd. and Jiangling Motor Corporation? Based on the
Task-related criteria, do you think Jiangling is a right partner for M&M Ltd.?
6.
What do you mean by Bankruptcy Cost? Calculate the Altmans Z score for M&M for the
financial year 2005 and interpret the same. Assume the market price of M&M share is Rs.502
and the outstanding number of shares is 235.5 million.
7.
What does an Optimal Capital Structure mean? According to you, what is the main reason for
changes in the capital structure of M&M in 2004-05? Comment on the companys
profitability, flexibility, control and solvency in relation to the Capital Structure.
8.
What are the features of International Quasi-instruments and describe the types of
international bonds? What factors, according to you, support M&Ms decision to access
International Capital Markets through FCCBs?
9.
Describe the Gordon Model and its assumptions. Is the share price movement of M&M Ltd.
in the right direction taking implications drawn from the Gordon Model into consideration?
10. Describe and relate Efficiency Theories of mergers and acquisitions. How can you relate the
Pure Diversification theory and Synergy theory to M&Ms merger and acquisition activity?
11. What are the different types of Employee Stock Option Plans (ESOP)? Under which category
does the M&Ms Ltd. ESOP falls and why? Calculate the number of options lapsed. Discuss
the advantages and disadvantages for M&M Ltd. by using ESOP.
12. Suppose an Investor is interested to invest in options market; he believes that in the next six
months, market will not move significantly in either direction. He wants to create an option
strategy to get the benefits from his view and at the same time he wants to minimize his
potential loss in case of market moving against his expectations. Using the information from
the pay-off table given, you are required to suggest a suitable option strategy and prepare the
payoff table for the strategy and find the maximum profit/loss and breakeven point(s) for such a
strategy.
728
M&M
2006-32
13. Calculate the intrinsic value of the equity of M&M Ltd. as on 01.04.2005 as per the details
given below and in Annexure VII. The growth rate in the dividends will be 10% for the next
5 years and 8% thereafter. The face value of M& M share is Rs.10 and risk free rate is 5.5%.
The market price as on 01-04-2005 is Rs.505.75. And the book value per share as on 31st
March, 2005 is Rs.168.35.
729
M&M
2006-32
Suggested Answers
1.
There is no evidence that the existing players are enjoying considerable economies of
scale in the industry.
Though some players are differentiating with product differentiation, it should not be a
major entry barrier as the industry is open to global players who have fantastic technical
know-how.
This is a capital intensive industry. Huge capital is required to enter into the industry.
Access to distribution channels may be a barrier to entry. However, the new entrants are
handling this problem through joint ventures.
Overall, the entry barriers in the industry may be moderate for a domestic company.
However, it may be concluded that these barriers are low if any global players intend to enter.
Intensity of Rivalry among Existing Players
With the size and use of sophisticated technologies and the increasing demand, the intensity
of competition among the existing players in the industry is high. As a result of this, the
quality of the products is improving and the margins are coming down.
Bargaining Power of Buyers
The entry of global majors in Indian Automobile industry and the improvement of domestic
players on the technology development front enable the launch of several indigenous and
foreign models of cars, Multi-Utility Vehicles (MUVs), commercial vehicles and also two-wheelers
With many players and models available in the market, the bargaining power of buyers
ranges from moderate to high in different segments.
Bargaining Power of Suppliers
Auto component sector and forging industry have taken off in India and many players are
entering into this sector to take advantage of Indias competitive advantage in terms of low
cost auto components. Simultaneously, demand for auto components is also increasing.
Hence, the bargaining power of suppliers is low to moderate.
Threat of Substitute Products
Though the industry is offering various models at fairly attractive prices, rising oil and gas
prices may force the public look for alternatives such as traveling by public transport,
railways and other means.
2.
730
The companys ability to make the products with world-class quality setting up
benchmarks for its counterparts.
Being a dominant player in MUV segment and the leader in farm equipment sector in
the domestic market, M&M is able to access these segments of potential world markets
through joint ventures, and mergers and acquisitions.
Procurement of auto components at competitive rates for all its manufacturing plants.
The company can raise funds from capital markets, both domestic and international,
with relative ease.
M&M
2006-32
Weaknesses
Over dependence on the buyers of tractors on bank loans and the unimpressive interest
rates may affect the companys tractor sales.
The inexperience of the company and strong competition from major players in the
medium and heavy commercials segment and heavy trucks.
The deals struck by the company across the world in different areas to exploit both scale
and synergies in auto components may get affected if any regulatory changes take place
in those countries.
Any increase in the import duty on auto components will increase the cost of the same
for the company affecting the cost advantage.
Opportunities
The high growth potential of automobiles, auto component business and forging
business create lot of business opportunities.
The existing small portion of output levels of the Indian Automobile Industry, when
compared to the global industry, creates opportunities for the industry to prove its worth.
Threats
3.
Globalization attracts large investments and technologies into the industry leading to
economies of scale and product differentiation. This is a threat to small and medium
players in the industry.
With recent surge in international crude oil prices, people are looking at the alternative
means of travel such as trains, etc. This may adversely affect the road transportation and
in turn commercial vehicles segment.
DU PONT Analysis
It is important to examine a firms rate of Return on Assets (ROA) in terms of profit margin
and asset turnover. The profit margin measures the profit earned per Rupee of gross revenue,
but does not consider the amount of assets used for generating revenue margin ratio.
Return on assets =
Net profit/sales
Total assets/sales
March 2002
96.91
3934.54
4145.66
2.46
0.949
2.33
March 2003
145.53
4498.25
4041.86
3.24
1.113
3.61
March 2004
340.52
5887.09
4041.72
5.78
1.457
8.42
March 2005
506.1
7649.52
5029.57
6.62
1.521
10.07
Both net profit margin and total assets turnover contributed to the increase in ROA from
2002 to 2005.
ROA calculation keeping NPM constant:
2002
2.33%
2003
2.74%
2004
3.58%
2005
3.74%
2003
3.07%
2004
5.49%
2005
6.28%
Hence, M&Ms ability to turnover the assets contributed more to an increase in the Return on
Assets.
731
M&M
4.
2006-32
Fundamental Analysis
Factors Affecting the Demand
Use of sophisticated technology to improve the quality of the products to meet the fast
changing requirements of the customers.
The industry has recorded an impressive growth with commercial vehicles posting a
growth of 25.5% over 2003-04. However, this growth is below the growth recorded in
2003-04(36.7%).
There is great activity in auto component sector as there are huge investments in this
sector. Also, the forging industry achieved fantastic improvement in capacity utilization.
The exports of commercial vehicles in 2004-05 surged 72%. However, the profit margins
are not that great with some of the players recording low or negative growth in profit after
tax.
Future Outlook
5.
The capital expenditure increased in the industry, which is a good sign of development in
the industry. It indicates that the players in the industry are optimistic about the future
growth.
With its fascinating cost advantage, Indias auto component sector is attracting huge
investments into the industry. This is an indication that India, in no time, may become the
global hub for automobile manufacturing.
Imminent increase in the international steel prices and non-ferrous metals prices, the cost
of production may go up forcing the companies either to increase the prices of the
products or to sacrifice the bottomline.
This will lead to enhanced competition among the players and price wars may be
expected. Ultimately, the consumers will be benefited out of this. However, the demand
may be affected with uncertainty in the prices of oil and gas.
On the other hand, in a joint venture, two or more organizations set-up a separate,
independent organization for strategic purposes. Such partnerships are normally focused
on a specific market objective.
An organizational entity usually is not created with a strategic alliance, whereas it often is in
a joint venture.
Rationale behind the JV with Jiangling Motor Corp.
732
M&Ms JV with Jiangling enables M&M to enter into one of the worlds most potential
markets for tractors, China.
M&M
2006-32
It is apparent that M&Ms share in technology and production facilities (M&M agreed
to pay $8 million to acquire tractor manufacturing assets of the company) are substantial
while Jiangling shares its distribution channels in China.
M&Ms manufacturing units will have access to parts at competitive rates as a result of
this joint venture.
The organizational learning will improve and will form the basis for new partnerships
and collaborations in the future.
Right Partner
Apparently, M&Ms strategic goal in the farm equipment is to emerge as the worlds largest
tractor maker. In pursuing this ambition, it is spreading its wings across different export markets.
In this regard, Jiangling may be a right partner for the following reasons, M&M will have
6.
i.
ii.
iii.
iv.
v.
Meaning of Bankruptcy
A firm is said to be bankrupt if it is unable to meet its current obligations to the creditors.
Bankruptcy may occur because of a number of external and internal factors.
Calculation of Altmans Z-score:
Discriminant Score
X1
X2
X3
X4
X5
Where,
2541.3 1735.94
= 0.1601
5029.57
Interpretation of Z-score:
If Z-score for a firm is less than 1.81, the firm is likely to go bankrupt. If Z-score is more
than 2.99, it is regarded as a healthy company. The range between 1.81 and 2.99 is treated as
an area of ignorance.
As the Z-score is more than 2.99, M&M is healthy.
Note:
i.
ii.
iii.
iv.
v.
733
M&M
7.
2006-32
The objective of any company is to mix the permanent sources of funds used by it in a manner
that will maximize the companys market price. In other words, companies seek to minimize
their cost of capital. This proper mix of funds is referred to as the Optimal Capital Structure.
Main Reason for Changes in Capital Structure of M&M: Buyback of high cost
debentures and issuing of FCCB. As FCCBs are issued as Zero coupon bonds, these are
generally not included in debt for the purpose of calculating debt-equity ratio.
8.
The companys degree of leverage has been low. It can improve the profitability if it
increases the debt portion in the capital structure.
M&Ms capital structure looks flexible, as the company has been able to raise funds and
retire debts whenever it becomes costly.
The control of the company will not be diluted much with changes in the capital
structure, as the equity portion is more in the capital structure.
M&Ms solvency is healthy with its ability to meet its obligation in terms of principal
and interest payments of debt.
Quasi-instruments
These instruments are considered as debt instruments for a time frame and are converted into
equity at the option of the investor (or at companys option) after the expiry of that particular
time frame.
The examples of these are: Warrants, Foreign Currency Convertible Bonds (FCCBs), etc.
International Bonds are Classified broadly under Two Categories:
i.
Foreign Bonds: These are the bonds floated in the domestic market denominated in
domestic currency by non-resident entities. For example, Dollar denominated bonds
issued in the US domestic markets by non-US companies are known as Yankee Bonds.
ii.
Euro Bonds: The bonds issued and sold outside the home country of the currency. For
example, a dollar denominated bond issued in the UK is a Euro (dollar) bond; similarly,
a Yen denominated bond issued in the US is a Euro (Yen) bond.
734
Currency Requirements: The Company was in the need of foreign currency for capital
imports and overseas acquisitions.
Pricing: The low interest rates prevailing in the international market and Indian stock
market performance could have encouraged the company for issuing FCCBs at low
interest rates and reasonable conversion premium.
Investment: The company had plans for expansion and acquisition. Also, the
companys financials in terms of capital structure changes in the preceding years
support its decision.
Depth of International Market: Relatively larger issues can be floated, marketed and
absorbed in international markets more easily in the domestic markets.
International Positioning: This FCCB issue will position M&M with higher visibility
and exposure in the international markets to achieve its ambition of becoming worlds
largest tractor maker.
M&M
9.
2006-32
The Gordon Model values the share by capitalizing its future stream of dividends. This model
maintains that the growth rate of a firm is a product of its retention ratio and the return on its
investments. The assumptions of the model are:
The only source of finance available to the firm is retained earnings. The firm does not
have any alternative means of financing.
The cost of equity and the return on investment are constant throughout the life of the
firm.
When the cost of equity exceeds the return on investment, the pay-out ratio should rise
to increase the market price.
ii.
When the cost equity equals the return on investment, the changes in the pay-out ratio
will have no impact on the market price.
iii.
When the cost of equity is less than the return on investment, the pay-out ratio should be
reduced to increase the market price.
Year
Pay-out Ratio (%)
2002
58.00
2003
49.50
2004
34.60
2005
33.98
In M&Ms case, the cost of equity is less than the return on investment and the company has
been reducing the pay-out ratio. The company is doing right on the basis of Gordon Model.
10. Efficiency theories of mergers suggest that Mergers and Acquisitions (M&As) provide a
mechanism by which capital can be used more efficiently and that the productivity of the
firm can be increased through economies of scale. These theories are:
i.
ii.
iii.
Synergy: In mergers, this means the ability of a combination of two firms to be more
profitable than the two firms individually.
a.
735
M&M
2006-32
b.
Operating Synergy: The operating synergy theory of mergers state that economies
of scale and economies of scope exist in an industry and that before a merger takes
place, the levels of activity at which the two firms operate are insufficient to
exploit these economies. Operating economies of scale are achieved through
horizontal, vertical and conglomerate mergers. For instance, expensive equipment
in manufacturing firms should be utilized at optimum levels to decrease the cost
per unit of output.
iv.
v.
Costs and Benefits of Merger: When a company say A acquires, another company
say B, then it is a capital investment decision for company A and it is a capital
disinvestments decision for company B. Thus, both the companies need to calculate
the Net Present Value of their decisions.
vi.
M&M, through its mergers and acquisitions in India, particularly in the auto component and
forging sectors, looks like diversifying through mergers.
We can relate pure diversification theory and synergy theory to M&Ms M&A activity. The
company acquired Amforge Industries Ltd. and SAR Transmission for achieving economies
of scale in the auto parts sector. These acquisitions will also enable M&M to manufacture a
wide range of auto components with possible economies of scale, which means the company
is following pure diversification theory.
11. Employee Stock Ownership Plans can be divided into two categories:
i.
Leveraged
In a leveraged ESOP, companies borrow to purchase their own shares and then make a
contribution to the ESOP that is used to pay the principal and interest on the loan.
Leveraged ESOPs are of more interest as a vehicle for Leveraged Buy-outs (LBOs).
In a leveraged ESOP, the ESOP or its corporate sponsor borrows money from a bank or
other qualified lender. The company usually gives the lender a guarantee that it will
make contributions to the trust and this enables to amortize the loan on schedule; or, if
the lender prefers, the company may borrow directly and make a loan back to the ESOP.
If the leveraging is meant to provide new capital for expansion or capital improvements,
the company will use the cash to buy new shares of stock in the company. If the
leveraging is being used to buy-out the stock of a retiring owner, the ESOP will acquire
those existing shares. If the leveraging is being used for divesting a division, the ESOP
will buy the shares of a newly created shell company, which in turn will purchase the
division and its assets. ESOP financing can also be used to make acquisitions, buy-back
publicly traded stock, or for any other corporate purpose.
ii.
Unleveraged
On the other hand, unleveraged ESOPs do not borrow. The firm contributes stock or
cash to the ESOP Trust every year. Employees receive stock or cash when they retire or
leave the firm, according to a vesting schedule. The employees pay nothing. ESOP
holds stock for employees and periodically notifies them on how much they own and
how much it is worth.
Based on the above, it can be said that M&Ms ESOP is an unleveraged ESOP.
736
M&M
2006-32
= 21,82,751
= 11,63,547
= 8,75,647
= A B C = 1,43,557.
The company is apparently using ESOPs for increasing productivity levels and has
successfully been achieving by reducing the personnel cost as percentage of sales with
improved performance of the company.
The company, however, will receive the tax benefits from ESOPs.
Though the company has received around Rs.7 crore from ESOP, apparently the
companys main purpose of issuing ESOP is not for raising finance, as the company is
capable of raising huge amounts of capital from the capital markets.
If the trustees of the ESOP are also the business owners, they may occasionally face a
conflict of interest between their duties to act in the best interests of the ESOP and their
duties as directors and/or officers of the company.
The appropriate strategy is long butterfly spread. We could create a long butterfly spread by
buying one call option each at strike prices Rs.500 and Rs.540 and selling two call options at
the intermediate strike price Rs.520.
Initial investment = 24.30 + 8 (2 13.70) = 4.9
Pay-off Table
Stock Price
Long Call
(Rs.500)
Long Call
(Rs.540)
Short Calls
(Rs.520)
Initial
Outflow
Net Pay-off
480
4.9
4.9
490
4.9
4.9
500
4.9
4.9
510
10
4.9
5.1
520
20
4.9
15.1
530
30
20
4.9
5.1
540
40
40
4.9
4.9
550
50
10
60
4.9
4.9
560
60
20
80
4.9
4.9
570
70
30
100
4.9
4.9
580
80
40
120
4.9
4.9
= Rs.4.9
737
M&M
2006-32
13.
Nifty
Closing
M&M
Nifty
5-Apr-04
472.55
1856.6
XY
X2
12-Apr-04
472.95
1838.2
0.085
0.991
0.084
0.982
19-Apr-04
466.5
1844.05
1.364
0.318
0.434
0.101
27-Apr-04
463.65
1817.25
0.611
1.453
0.888
2.112
3-May-04
451.65
1766.7
2.588
2.782
7.199
7.738
10-May-04
490.25
1769.1
8.546
0.136
1.161
0.018
17-May-04
393.8
1388.75
19.674
21.500
422.976
462.234
24-May-04
475.4
1608.85
20.721
15.849
328.405
251.184
31-May-04
423.05
1483.6
11.012
7.785
85.727
60.607
444
1542.55
4.952
3.973
19.677
15.788
14-Jun-04
439.55
1481.35
1.002
3.967
3.976
15.741
21-Jun-04
432.15
1482
1.684
0.044
0.074
0.002
28-Jun-04
436.7
1514.35
1.053
2.183
2.298
4.765
5-Jul-04
458.85
1526.85
5.072
0.825
4.187
0.681
12-Jul-04
501.35
1556.95
9.262
1.971
18.259
3.886
19-Jul-04
465.05
1571.6
7.240
0.941
6.813
0.885
26-Jul-04
446.6
1618
3.967
2.952
11.713
8.717
2-Aug-04
447.1
1639.05
0.112
1.301
0.146
1.693
9-Aug-04
446.2
1642.6
0.201
0.217
-0.044
0.047
16-Aug-04
426.15
1599.15
4.494
2.645
11.886
6.997
23-Aug-04
411.7
1578.2
3.391
1.310
4.442
1.716
30-Aug-04
424.5
1628.45
3.109
3.184
9.899
10.138
6-Sep-04
444.75
1644
4.770
0.955
4.555
0.912
13-Sep-04
439.85
1675.2
1.102
1.898
2.091
3.602
20-Sep-04
449.2
1728.8
2.126
3.200
6.802
10.238
27-Sep-04
436.3
1717.5
2.872
0.654
1.877
0.427
452
1805.65
3.598
5.132
18.469
26.342
11-Oct-04
444.1
1807.75
1.748
0.116
0.203
0.014
18-Oct-04
424.4
1786
4.436
1.203
5.337
1.448
25-Oct-04
418.55
1757.25
1.378
1.610
2.219
2.591
1-Nov-04
448.05
1797.75
7.048
2.305
16.244
5.312
8-Nov-04
451.3
1862.8
0.725
3.618
2.625
13.093
Date
7-Jun-04
4-Oct-04
738
Weekly Returns
M&M
Closing Price
M&M
2006-32
Date
M&M
Closing Price
Weekly Returns
Nifty
Closing
M&M
Nifty
16-Nov-04
470
1879
4.144
0.870
3.604
0.756
22-Nov-04
468.5
1873.35
0.319
0.301
0.096
0.090
29-Nov-04
492.2
1939.65
5.059
3.539
17.903
12.525
6-Dec-04
501.6
1993.15
1.910
2.758
5.268
7.608
13-Dec-04
509.45
1985.35
1.565
0.391
0.612
0.153
20-Dec-04
525.5
2026.85
3.150
2.090
6.585
4.369
27-Dec-04
546.2
2062.6
3.939
1.764
6.948
3.111
556.45
2115
1.877
2.540
4.767
6.454
10-Jan-05
518
1982
6.910
6.288
43.452
39.544
17-Jan-05
489.45
1932.9
5.512
2.477
13.654
6.137
24-Jan-05
481.6
1909
1.604
1.236
1.983
1.529
31-Jan-05
540.1
2057.6
12.147
7.784
94.555
60.593
7-Feb-05
539.45
2055.1
0.120
0.122
0.015
0.015
14-Feb-05
562.05
2098.25
4.189
2.100
8.796
4.409
21-Feb-05
531.75
2043.2
5.391
2.624
14.144
6.883
28-Feb-05
537.2
2103.25
1.025
2.939
3.012
8.638
7-Mar-05
557.3
2160.1
3.742
2.703
10.113
7.306
14-Mar-05
531.35
2146.35
4.656
0.637
2.964
0.405
21-Mar-05
509.15
2096.6
4.178
2.318
9.684
5.373
28-Mar-05
479.5
2029.45
5.823
3.203
18.651
10.258
0.205
0.283
1223.383
1106.168
3-Jan-05
XY nXY
X2 n X2
= 1.11
= 11.23%
739
M&M
2006-32
2006
2007
2008
2009
2010
Beyond 2010
Dividend (Rs.)
14.30
15.73
17.30
19.03
20.94
22.62
14.30
15.73
17.30
19.03
20.94
22.62
+
+
+
+
+
(1 1123) (1 1123) 2 (1 1123)3 (1 1123)4 (1 1123)5 (0 1123 0 08) (1 1123)5
= 12.86 + 12.71 + 12.57 + 12.43 + 12.3 + 411.32
Price as per DDM = Rs.474.19
P0
Where,
PDDM
Pbook value =
Pmp
Market Price.
The Pbookvalue and Pmp are given as Rs.168.35 and Rs.505.75 respectively.
Applying the above formula, P0 = Rs.417.75
The intrinsic value of equity of M&M is Rs.417.75 per share.
740
M&M
2006-32
NOTES
741
M&M
NOTES
742
2006-32
M&M
2006-32
NOTES
743
M&M
NOTES
744
2006-32