Wednesday, 8 February 2017

Mohit Ahlawat Gets Call From Delhi Daredevils Post T20 Triple Ton

New Delhi: IPL franchise Delhi Daredevils have called up latest sensation Mohit Ahlawat for a trial on Wednesday after his smashing triple hundred in a local T20 match on Tuesday made him an overnight hit.

Mohit slammed 300* while playing for Maavi XI against Friend’s XI in the Friends Premier League at the Lalita Park in New Delhi's Laxmi Nagar area.

Coached by Sanjay Bhardwaj, also childhood coach of former India opener Gautam Gambhir and former India U-19 skipper Unmukt Chand, Mohit has struggled quite a bit and his coach his really happy that Delhi Daredevils took note of his ward’s knock.

Bhardwaj said that it was Sunil Walson who called Mohit to attend the trial.

“Mohit got a call from Walson and was asked to go for the trial. I am keeping my fingers crossed. If he keeps calm, he can definitely impress them. Even though he might come across as an attacker from his latest record, he has a sound technique. On top of that, he is also a wicket-keeper,” the coach said.

“Yes, Mohit has been called for trials. We keep tapping young talent and scouting future stars. Walson will be there to keep an eye on the whole process,” he told CricketNext.
Mohit has already made it clear that this is just the beginning and he wants to play for the country.

“The ultimate goal is to play for India as every other player who starts playing the game and I hope I live upto that potential,” said Mohit.

Resource: http://www.news18.com
Resource: http://grandiose.org.in/

Tuesday, 7 February 2017

Tata Steel back in black, logs Rs 231 cr profit in Q3 despite demonetisation pain

New Delhi - Driven by improvement in sales volume and higher prices of steel, Tata Steel today got back to the profit mode by posting a consolidated net profit of Rs 231.40 crore for the December quarter.

It had registered a consolidated net loss of Rs 2,747.7 crore in the same quarter of the previous fiscal.

The consolidated gross sales increased to Rs 29,279 crore, from Rs 25,662.3 crore in the year-ago period.

In a statement, the company said: "Consolidated revenues (are) up by 7 percent sequentially and 14 percent year-on-year. The growth is largely driven by strong performance from Indian operations."

However, the total expenses went up to Rs 27,232 crore in September-December, up around 4 per cent from a year earlier.

"Tata Steel recorded strong sales this quarter as the strength of our franchise helped us counter headwinds due to demonetisation. While the broader market was affected by lower rural sales and adverse consumer sentiment, we were able to increase overall volumes by 14 percent sequentially and register strong growth across all our target customer segments," said T V Narendran, MD, Tata Steel India and South East Asia.

"Further, our focus on cost improvement initiatives and integrated operations helped us contain the impact of rising raw material prices."

Its Kalinganagar facility "continues to ramp up smoothly and we are well positioned to serve the increase in demand due to the expected thrust on infrastructure in 2017-18".

"Our SEA operations delivered stronger operating performance this quarter due to a combination of better market conditions, cost rationalisation and higher exports," he added.

According to Koushik Chatterjee, Group Executive Director (Finance and Corporate), the strategic initiatives in the UK on the pensions continue to be a priority for the company.

"We welcome the unions' recommendation to its members to support the ballot process that is currently on to close the BSPS (British Steel Pension Scheme) to future accruals. This is part of the several steps being undertaken to make the UK business more sustainable in future," Chatterjee said.

"We continue to be deeply engaged with the British Steel Pension Trustees and the regulator towards developing a structural solution for the UK pensions in coming months."

Elaborating on its India operations, the company said deliveries grew by 14 per cent sequentially and 27 percent yoy, besting the domestic market that grew 3 percent sequentially and contracted by 2 per cent yoy.

Its Kalinganagar steel plant crossed 1.5 mt of hot metal and 1 mt of hot rolled coil production since commissioning in May 2016.

Similarly, the performance of ferro alloys and minerals division registered a sharp improvement on the back of improved market conditions.

"Operating profit of the division at Rs 302 crore is higher by Rs 141 crore sequentially and by Rs 267 crore yoy, the company said.

About its European operations, it said liquid steel production of 2.68 million tonnes was almost flat sequentially, but 4 per cent lower than a year ago.

"Deliveries of 2.37 million tonnes were 3 percent higher sequentially, but 13 per cent lower yoy following the strategic decision to focus on higher-value added products in the UK," it said.

"EBITDA for the quarter improved to Rs 610 crore compared with a loss of Rs 757 crore a year earlier as a result of a more competitive pound, a lower UK cost base and more favorable market conditions. Higher raw material and energy costs in the third quarter of 2016-17 led to EBITDA being Rs 425 crore lower sequentially," it added.

Differentiated product sales continued to gather pace, with the proportion of total sales jumping to over 35 percent and their value going up by almost 30 per cent year on year.

The company said its gross debt remained stable at Rs 84,752 crore as on December 31, 2016. The net debt stood at Rs 76,680 crore.

It further said there is strong liquidity position with cash and cash equivalents and current investments including undrawn bank lines of Rs 15,000 crore.

Tata Steel UK, an indirect wholly-owned subsidiary of Tata Steel, reached an agreement with the trade unions to move towards the closure of its defined benefit pension scheme to future accrual and take an important step towards a more sustainable future. The ballot on the scheme is currently open.

Tata Steel UK signed a letter of intent with Liberty House Group to enter into exclusive negotiations for the potential sale of its specialty steel business for an enterprise value of 100 million.

"Tata Steel Minerals Canada together with its parent companies concluded Direct Shipping Ore Project de-risking transaction, securing equity and debt investments of CAD 175 million from the Government of Quebec. Achieved sales of 1.6 million tonnes," it said.

"Our European strategy continues to be focused on developing differentiated products and services which improve our customers' competitiveness," Hans Fischer, MD and CEO of Tata Steel in Europe, said.

"Sales of differentiated products were 13 percent higher and their value-add almost 30 per cent higher than a year ago, with stronger sales in the automotive and construction sectors," Fischer said.

This helped the company achieve an Ebitda in the third quarter of Rs 610 crore though this was lower than the sequential quarter due to higher raw material and energy costs.

"Our third quarter Ebitda result was significantly better than the loss recorded in the previous year, partly due to better market conditions and the weakness of the pound relative to the euro," Fischer said.

"We are continuing to focus on improving our competitive performance in the context of the global supply-demand imbalance which held deliveries steady from European mills in the nine months to September despite growth in EU demand."

Resource: http://www.firstpost.com/
Resource: http://grandiose.org.in/

Cafe Delhi Heights to open 11 more outlets by 2017 end, franchising not on cards: Owner

Years ago, a simple woman, Usha Batra, dreamt of re-defining the art of culinary and hospitality in India. Her sons, Sharad Batra and Vikrant Batra decided to give wings to her dreams by presenting Delhi with what its people love the most – a wonderful mix of food but with a quirky yet comfortable twist.

Usha Batra is the lady behind introducing the Delhi to the concept of cafés. Her sons took her legacy forward with the opening of Cafe Delhi Heights. They say they haven’t looked back since.

Since the launch of the first outlet at at Cross Point Mall in Gurgaon, the Batra family has opened eight more, taking the total number of Cafe Delhi Heights outlets to nine. The eateries are spread across Delhi/ NCR.

In an exclusive conversation with Indiaretailing Bureau’s Charu Lamba, Vikrant Batra spills all – why they set up a café, his cautious expansion plans, what the future holds and a lot more.

Explain the concept of Cafe Delhi Heights. Why did you decide to go with a café and not a restaurant?

A few years ago, when Delhi was growing rapidly into a modern metropolis with international tastes, we realized that the new generation was curious and liked experimenting and innovating. For them, good was not good enough. These kids were global citizens and they craved global food. It was from this observation that Cafe Delhi Heights was born. The first CDH opened on June 01, 2011 at DLF Cross Point Mall in Gurgaon. We wanted to give people a brand which becomes a part of their daily life. Our endeavour was to create Cafe Delhi Heights as a brand which is synonymous to the café culture in New Delhi or rather Delhi NCR.

What is the estimated market size of the segment that you operate in? How much has it been growing over the years?

Over the years the growth has been rapid which has come from the customers. Every day there are innovations that are being done to keep up with the trends. Foodservice is emerging as a key segment in the Indian economy with a value of US$ 48 billion which makes it larger than pharmaceutical and FMCG sector in India. The Food and Beverage Industry is one of the highest employers in India. Approximately 5.8 million people are employed by this segment. The number itself says it all.

What is the reason behind your seemingly cautious expansion plans?

We are cautious with our expansion plans because we don’t want to just expand to increase the number of outlets. Before opening any outlet we go through a rigorous research and recee procedure. We want to make sure we are at the right locations where we can easily reach our target customers. Another important factor for me is to ensure that all my outlets are in profits.

Which one is your best performing outlet so far? How much revenue does each outlet contribute?

All of our outlets are performing extremely well according to their respective sizes. For us our performance parameters are quite different. It is not about the volumes or numbers, it is about how many customers come back to our cafe on a regular basis. Assessing by that parameter I would say Cross Point Mall (Gurgaon) is one of the outlets which has the most regular customers. It is also Cafe Delhi Heights’ first outlet.

What is it that differentiates Cafe Delhi Heights from other cafés in Delhi?

Our café is based on comfort food. We are a casual dining place which gives you quality food like fine dine. We serve food from all parts of the globe but with a Delhi twist to it. Our flavours are fit for the palate of the Delhi social circle as well as the inbound traveller. So is our decor and service, people find comfort here. Irrespective of whether they come with family or friends or all alone they find a space to suit them. That’s exactly what makes Cafe Delhi Heights a part of their daily lives and differentiates it from other cafes.

Which particular cuisines do Cafe Delhi heights focus on and how have you seen it evolving over the years?

A majority of it is European cuisine but our focus is to provide our customers with the comfort of all cuisines. We have a well-balanced menu that caters to all three generations. Being in a big joint family, when all the three generation would like to go out together we used to struggle upon which place to go and dine. To find a place where my mother and my daughter both will be comfortable to go. A place which will be hip enough for my son yet have a few Indian items on the menu to make my father happy. When you pick up our menu you will find everything from a pizza to a parantha, masala chai to martini and khow suey to sindhi kadhi. We have something in store for everybody.

What are the major challenges of running a cafe in Delhi where the licensing and other restaurant operating policies are so stringent?

The biggest challenges are the laws around opening a restaurant. There are so many licences and protocols that one has to go through. It is extremely time consuming which makes it difficult to setup a restaurant in Delhi. Having said that there has been a breakthrough in the process in the South Delhi Municipal Corporation. The Mayor has started online procedure for acquiring the MCD licence. We really appreciate the move and hope that soon online procedure is opted for acquiring all the other licences as well.

Throw some light on your pricing strategy.

We are purely a value for money café. Our pricing strategy is such that caters to people from all economic backgrounds of the country. It comes from the big portions we have viz-a-viz the pricing and the kind of ambience we give.

What are the key trends and innovations that Cafe Delhi Heights has introduced so far?

When we talk about a café, the term café was started with Barista and then Café Coffee Day. For a very long time people perceived a café to be only a coffee place. In India, there are many players who don’t use the term café in their names but their setup and the food that they serve is what you get in a café. A lot of our friends and customers tell us that before Cafe Delhi Heights the term café was not very popular, so that makes us a trendsetter. Five years back when you said café, you only thought of Barista, CCD and Costa but now things have changed.

Going forward, what will be your approach to expanding the brand’s presence?

We like to keep it simple and are looking at a very organized growth. By 2017 we want to touch 20 outlets in Delhi NCR and Mumbai. As of now we are not looking for any franchises, we will be a self-owned company/ outlet.

Resource: http://www.indiaretailing.com/
Resource: http://grandiose.org.in/

Carl’s Jr’s to open 100 outlets in 5 yrs with franchise partner Cybiz BrightStar

US-based burger chain Carl’s Jr’s franchise partner in India Cybiz BrightStar Restaurants Pvt Ltd plans to invest Rs 150 crore to open 100 outlets over the next five years.

“After taking 1.5-2 years to establish our brand in India, we are looking at expanding at a fast pace. We are looking at opening 20 outlets in this calender year. We plan to invest Rs 150 crore and open 100 outlets in the next 5 years,” Director at Cybiz BrightStar Restaurants, Samira Chopra told PTI.

Chopra said Cybiz BrightStar Restaurants is in talks to raise fresh funds to the tune of Rs 150 crore by the end of this year to support its expansion plans.

“We are in talks with high networth individuals (HNIs) and corporates to raise funds for Carl’s Jr’s expansion. We are looking at closing this by end of this year,” she added.

In the previous round of funding, the company had raised funds from cricketer Yuvraj Singh.

The company, which at present operates four outlets in the Delhi-NCR, said it aims to open the new outlets through a combination of company-owned and franchise outlets.

Carl’s Jr. launched its first restaurant in India on August 8, 2015 in Saket, New Delhi.

Carl’s Jr. has been endorsed by renowned international celebrities like Kim Kardashian, Padma Lakshmi and Paris Hilton in the US and Yuvraj Singh in India.

Resource: http://www.indiaretailing.com/
Resource: http://grandiose.org.in/

Rohit Bal expands his Balance label with a new store in Delhi

Veteran designer Rohit Bal broadened his business last year with the launch of ‘Balance by Rohit Bal’—a franchise of his main label—over the country. The brand offers a curated selection of ready to wear and accessories for men and women. After successfully launching two stores in Pune and Hyderabad, Balance by Rohit Bal will find home in the capital in Mehrauli. Fans of the designer’s work will be happy to hear that the store stocks pieces ranging between Rs 10,000 to 1,50,000 in an effort to make Bal’s clothing accessible to a wider audience. You can get your hands on Rohit Bal’s signature floral kurtis, ivory anarkalis and accessories for men at the outlets.

Resource: http://www.vogue.in/
Resource: http://grandiose.org.in/

Monday, 6 February 2017

Demonetisation hits Dabur India, Q3 net down 7.3%

Dabur’s profit dipped to Rs294.49 crore in the three months to December from Rs317.79 crore a year ago.

New Delhi: Dabur India Ltd on Tuesday reported a 7.3% dip in consolidated net profit in the quarter ended 31 December as sales dipped 6% compared to the corresponding period a year ago.

The Delhi-based packaged consumer goods maker cited demonetisation as the reason as it led to liquidity crunch in turn hitting wholesale trade.

Profit dipped to Rs294.49 crore in the three months to December from Rs317.79 crore a year ago. Consolidated sales declined to Rs1,847.67 crore during the December quarter from Rs1,967.48 crore in the year-ago quarter.

“The wholesale trade was severely impacted by demonetization, and we had witnessed a massive amount of destocking across the entire trade channel,” Dabur India chief executive officer Sunil Duggal said in a statement.

The company adjusted its production plans, reduced inventory, tightened credit controls, and reduced spends on advertising, Duggal added. Dabur had cut down its spends for advertising and sales promotions by 21.13% to Rs177.2 crore during October-December 2016 quarter from Rs224.69 crore a year ago.

In its results statement, Dabur said that the company had increased consumer promotions, cutting media spends and revamped supply-chain to “increase focus on the relatively more resilient urban markets, particularly modern trade”. “We also stepped up direct distribution to tide over the situation. These proactive measures helped us arrest the slide and even report market share gains in key categories,” Duggal added.

During the quarter, Dabur’s consumer care business, its main source of revenue, was hit with sales at Rs1,562.52 crore, down 11.18% from the year ago. However, sales from foods business jumped 52.82% to Rs219.1 crore from Rs143.37 crore in the year-ago quarter.

In a statement, Dabur claimed that its packaged fruit juices and beverages brands gained market share by more than 5% in the quarter, and market share of its mosquito repellent brand Odomos rose by over 4%.

Sales in the international markets declined by around 6.2% (Indian rupee terms) due to unstable currency exchange rates in markets such as Egypt, Nigeria and Turkey. International markets account for about 30% of the company’s total sales.

“The overall business environment remained challenging in the third quarter with key geographies witnessing sharp currency devaluations. We are pursuing a prudent growth strategy and have taken steps to efficiently manage the emerging risks and challenges,” Duggal said.

Dabur shares closed down 1.36% to Rs276.25 apiece on the BSE, while the benchmark Sensex index was lower by 194 points or 0.70% to 27,655.96 points.

Resource: http://www.livemint.com/
Resource: http://www.livemint.com/

ITC reviews bids from advertising agencies for Rs600 crore media mandate

New Delhi: ITC Ltd has asked advertising agencies to pitch for the mandate to handle its account, estimated to be worth around Rs600 crore, people familiar with the development said.

The company is currently meeting media agencies in Bengaluru to review their presentations.

The company’s entire media mandate across portfolios, including packaged consumer goods (personal care and foods), stationery, incense sticks and lifestyle business is up for grabs, the people cited above said on condition of anonymity.

Madison World, which won ITC’s media business and became its AoR (agency on record) in October 2010, has been handling the company’s media duties across business segments.

It is also participating in the pitch process along with other media agencies such as WPP’s GroupM, IPG Mediabrands, French advertising conglomerate Publicis Groupe’s media arm Publicis Media and Japanese agency Dentsu India’s media firm Carat.

“The company is reviewing media agencies and it may take around a month before the final decision can be taken,” said an executive from the company, who also spoke on condition of anonymity.

ITC spent Rs894 crore on advertising and sales promotion in the financial year ended 31 March 2016, according to the latest available yearly figure. It spent Rs741 crore the year before.

The Kolkata-based firm operates multiple brands across its packaged foods, personal care, stationery, lifestyle retailing and safety matches and incense sticks categories.

Its product offerings in the deodorants, soaps, shower gel and skin care categories are retailed under the Engage, Fiama Di Wills, Vivel, and Superia brands.

In the packaged foods category it has brands such as Yipee noodles, salty snack brand Bingo, Sunfeast range of biscuits and oats as well as Candyman and mint-o.

The stationery business includes brands such as Classmate, Paperkraft and Saathi while its lifestyle business has John Players and Wills Lifestyle brands.

“ITC is one of the biggest media accounts in the business. It is also an ambitious account because the company’s foray into fast moving consumer goods (FMCG) has made them a serious contender as well as a large spender in the space,” said Sandeep Goyal, chairman, Mogae Media, a digital and mobile media company.

Goyal said ITC is an old-economy account, which means while it would continue to spend a large sum of money on television, it would also try hard to get into digital advertising.

“Like Unilever, ITC will spend money across both urban and rural markets and this is where the test of a media agency’s expertise comes when a company tries to penetrate in small towns,” said Goyal.

Resource: http://www.livemint.com/
Resource: http://grandiose.org.in/