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RETAILING -- In Rural India

Printed From: The Equity Desk
Category: Investment Ideas - Creating winning portfolios!
Forum Name: Sector talk
Forum Discription: Discussion on sectors with regard to specific matters. We will be discussing the various sectors of the economy and how they would perform. Basically a top down approach.
URL: http://www.theequitydesk.com/forum/forum_posts.asp?TID=1721
Printed Date: 05/Apr/2025 at 3:46pm


Topic: RETAILING -- In Rural India
Posted By: gopal
Subject: RETAILING -- In Rural India
Date Posted: 03/Apr/2008 at 12:38pm
Now that organized retailers are also opening & focussing on there business in rural india / villages. Is this the roght time to invest in them or should we wait more for the picture to clear.
 
some of these are
 
dcm hariyali,
godrej agrovet,
itc e-choupal
 
If any one knows any more companies he can add here with a short write up on them, so that then we can use collective wisdom of TED to form an opinion
 
thnx


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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful


Replies:
Posted By: gopal
Date Posted: 03/Apr/2008 at 12:41pm
HARIYALI
 

Overview

"Hariyali Kisaan Bazaar" is a pioneering micro level effort, which is creating a far-reaching positive impact in bringing a qualitative change and revolutionizing the farming sector in India. It is also an example of how well meaning corporates can contribute to development of agriculture by building sustainable business models.

DCM Shriram Consolidated Ltd. (DSCL), capitalising its over 35 years of experience in the agri-input markets & first hand knowledge of Indian farmers, is setting up a chain of centres aimed at providing end-to-end ground level support to the Indian farmer & thereby improving his "profitability" & "productivity".

The key constraints of the Indian farming sector, being addressed by "Hariyali" are:

  • Lack of last mile delivery mechanism of modern agriculture know-how & practices.
  • Lack of availability of critical good quality agri-inputs.
  • "Middlemen" driven farmer interface.
  • High cost credit.
  • Lack of direct access to buyers of varied & high value crops.

Hariyali Kisaan Bazaar

The "Hariyali Kisaan Bazaar" chain, seeks to empower the farmer by setting up centres, which provide all encompassing solutions to the farmers under one roof.

Each "Hariyali Kisaan Bazaar" centre operates in a catchment of about 20 kms. A typical centre caters to agricultural land of about 50000-70000 acres and impacts the life of approx. 15000 farmers.

Each centre is engaged in:

  • Bridging the last mile: Provides handholding to improve the quality of agriculture in the area. Provides 24X7 support through a team of qualified agronomists based at the centre.
  • Quality Agri-Inputs: Provides a complete range of good quality, multi-brand agri inputs like fertilizers, seeds, pesticides, farm implements & tools, veterinary products, animal feed, irrigation items and other key inputs like diesel, petrol at fair prices.
  • Financial Services: Provides access to modern retail banking & farm credit through simplified and transparent processes as also other financial services like insurance etc.
  • Farm Output Services: Farm produce buyback opportunities, access to new markets & output related services.
  • Other Products and Services:Fuels, FMCG, Consumer Goods and Durables,Apparels etc.

These centers provide the much needed respect/dignity and freedom to the Indian farmer. In the near future, Hariyali Kisaan Bazaars plan to move beyond agri to meet the other needs of farmers as customers.

http://www.dscl.com/Business_Agree_HarKisBzr.aspx?PID=27#top - Top

Technology as an important enabler

IT has been a critical backbone to the chain of centres. It is being used to provide online support on latest technical advancements, weather forecasts, mandi (market) prices, fair & transparent billing to farmers as well as in maintaining extensive farmer databases with micro information about the farmers' field to provide customized service to the farmers.

Farmer Response

So far, over 125 "Hariyali" outlets have been set up in different states across India which we plan to scale up to 300 by Dec, 2008.

The ground-level agri-support is already yielding results in the farmer's fields. Whether it is adoption rate of high yielding seeds, right doses of fertilization, productivity of cattle-feed, moisture conservation measures, adoption of new crops/allied occupations or adoption of new technologies like zero tillage, the farmers in catchment of Hariyali centres are already way ahead of the national averages.

Future Plans

Hariyali Kisaan Bazaar has plans to rapidly scale up the operations & create a national footprint covering all the major agricultural markets of the country. This would mean catering to cultivable land of over 30 million acres and touching the lives of over 10 million farmers.



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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: gopal
Date Posted: 03/Apr/2008 at 12:42pm

“Hariyali” to provide back-end support to retail chains for farm produce

March 27th, 2007 ·

Haryali_LogoNo argument in favour of modern retail can ever be completed without talking about the benefits that will accrue from direct procurement of farm produce and creation of back-end infrastructure. This, experts believe, will translate into 40-odd per cent benefit to farmers and consumers. This would also result in the savings accruing from rotting of fresh products.

Most of this benefit will, however, require adoption of contract farming and elimination of multi layered middlemen system.

Although exciting, despite good intentions and obvious advantages, only a handful of retailers like Reliance, ITC, Tatas and Bharti will have the wherewithals to undertake this as most of the rest will find it extremely hard to organise a pan-India network , which besides huge investment will require manpower and other resources to carry out the activity on such a massive scale.

While, Reliance Retail has initiated ‘contract farming’ to service its ‘Fresh’ and ‘ http://www.indiaretailbiz.com/blog/wp-admin/post.php?action=edit&post=451 - Rangers Farm ‘ outlets, Bharti has ventured into ‘corporate farming’ through ‘Field Fresh,’ through its joint venture with Rothschilds. While, ITC, for several years, has been also active on rural front through ‘Chaupal Sagar’ outlets and has recently launched ‘ http://www.indiaretailbiz.com/blog/wp-admin/post.php?action=edit&post=417 - Chaupal Fresh ‘ retail chain for basically selling farm produce, Tatas are also getting into agri-retail through a joint venture with the Ireland-based ‘ http://www.indiaretailbiz.com/blog/wp-admin/post.php?action=edit&post=452 - Total’

What then is the solution?

DCM Shriram Consolidated (DSCL), owned by Ajay and Vikram Srirams, as reported http://www.indiaretailbiz.com/blog/2006/12/28/hariyali-to-expand-retail-network-from-60-to-150-stores/ - earlier , is planning to fill in the gap by stepping in as the ‘interface’ between farmers and retailers. DSCL, will leverage its network of “Hariyali Kisan Bazaar” outlets, to source ‘fresh’ (horticulture) produce as well as grains like wheat and rice from farmers and supply the same to various retail chains and mandis across the country.

While, DSCL will place contract farming orders for produce on farmers, it will invest heavily on creating back-end infrastructure as it will be required to set up an extensive network of cold chain, refrigeration, transportation and distribution centres. DSCL’s pan-India presence in rural India will help it reach a large network of farmers. DSCL will also expand its existing network of 65 Haryali outlets to 200 outlets by 2008. The “Hariyali Kisaan Bazaar” chain outlets provide comprehensive solutions to the farmers under one roof. Each “Hariyali Kisaan Bazaar” centre typically operates in a catchment of about 20 kms and caters to agricultural land of about 50000-70000 acres and impacts the life of approx. 15000 farmers. Each Haryali outlet among others tries to bridge the last mile gap for providing agriculture inputs and know-how to the farmers besides offering financial and farm output services.

DSCL is currently running a pilot project on similar lines for Kishore Biyani owned Big Bazaar (Pantaloon Retail) and S. Goenka (RPG Group) owned Spencer’s Retail.

http://business-standard.com/common/storypage_c.php?leftnm=10&autono=278853 - Source : Business Standard

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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: gopal
Date Posted: 03/Apr/2008 at 12:44pm
GODREJ AGROVET
 
COMPANY PROFILE            
 

 

Godrej Agrovet was formerly a division of Godrej Soaps Limited. It was set up as a separate company with focus on the agri-sector. Over the years, the company has developed and nurtured a close relationship with farmers. Providing them with innovative Products, as well as educating them on world-class farming practices.

Together with its subsidiaries Goldmohur Foods and Feeds Limited and Golden Feed Products Limited , Godrej Agrovet has revenues close to Rs 1000 Crores (US $ 250 million - FY 2007). The activities of the company are vast : Compound Animal feeds, Agricultural Inputs, Integrated Poultry Business, Oil Palm Plantations, Plant Biotech, Retailing of Fresh Farm Produce in urban areas, and rural retailing of a wide range of products including Agricultural inputs.

Godrej Agrovet acquired Goldmohur Foods and Feeds Limited from Hindustan Lever, a Unilever subsidiary in India, in 2001.Goldmohur Foods and Feeds Limited enjoys strong brand equity due to its poultry and cattle feed brands. Goldmohur Foods and Feeds Limited has a state-of-the-art R&D centre in Bangalore named 'ANIC' (Animal Nutrition Innovation Centre). This centre is devoted to development of innovative animal feed products. Today, Godrej Agrovet together with its subsidiaries has manufacturing facilities spread over 40 strategic locations and a network of over 10,000 distributors, dealers and C&F agents. In its journey of growth, Godrej Agrovet has set new standards of corporate performance, reliably delivering quality products and services to all its customers at competitive prices.

STRATEGIC TIE-UPS : Strategic tie-ups and acquisitions have been a way of life at Godrej Agrovet Limited. Meaningful alliances and useful acquisitions have been providing impetus to its growth. The acquisition of business have been in different segments ranging from Goldmohur Foods and Feeds (Animal Feed), to India Poultry Farm (Poultry), Krithika (Oil Palm Plantations), and Higashimaru (Marketing of Shrimp Feed). Strategic investments have been made in business, which have a strategic fit and which complement our business e.g. Creamline (Diary), Polchem (Bio-technology).

GLOBAL FORAYS :Having successfully grown to be the leader in many segments, Godrej Agrovet feels confident to take on global competition and has started making its presence felt in the international arena too. A joint venture with ACI Group of Bangladesh for poultry and feed operations in Bangladesh, and acquisition of controlling stake in Al-Rahaba, which runs broiler farms in UAE exemplify this confidence.



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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: basant
Date Posted: 03/Apr/2008 at 12:45pm
I think ITC's Echaupal's initiative should be the forerunner in terms of earnings. They have wired up the entire rural India and after Fy10 this projects should start creating immense benefits.
 
Maybe the moderate tobacco sales would be assisted by the revenues from echaupal!
 


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Posted By: gopal
Date Posted: 03/Apr/2008 at 12:50pm
GODREJ AGROVET OUTLETS
 

Godrej Aadhaar                

 

 

The first Godrej Aadhaar Centre was started in December 2003 in Manchar, Pune District. Since then Godrej Aadhaar Centres have been set up across the country  in the states of Maharashtra, Gujarat, Punjab, Haryana, Andhra Pradesh, Tamil Nadu,  Orissa and West Bengal.

These centres provide valuable technical guidance, soil & water testing services. They also retail quality products of leading companies. Aadhaar centres also a facilitate credit to farmers and provide a platform to sell their produce. To farmers, it’s a complete solution under one roof.

Key Highlights

  • Godrej Aadhaar, to provide complete agricultural solutions to farmers

 NATURE'S BASKET

Nature’s Basket is the first-of-its-kind store selling a wide range of vegetables, fruits and herbs, both local and exotic. The first Nature’s Basket outlet was opened at Bhulabhai Desai Road, Mumbai. Two more Nature’s Basket outlets have opened at Cuffe Parade, South Mumbai and Lokhandwala, North Mumbai. Many more outlets are in the offing in different cities across the country.

   Key Highlights

  • Nature’s Basket, a first-of-its-kind, one-stop retail outlet for fresh farm produce



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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: gopal
Date Posted: 03/Apr/2008 at 12:53pm
Originally posted by basant

I think ITC's Echaupal's initiative should be the forerunner in terms of earnings. They have wired up the entire rural India and after Fy10 this projects should start creating immense benefits.
 
Maybe the moderate tobacco sales would be assisted by the revenues from echaupal!
 
 
Basant Ji,
 
Can you share more info on ITC e-choupal since I am unable to get much info.
 
Further Hariali has tied up with HDFC bank & HDFC to operate co-operarative banks in there hariyali outlet, they will also act as agents for HDFC life, drafts, HDFC loans & HDFC mutual funds
 
Similarily Godrej Agrovet is also about to sign a tie up with a bank to act as its agent and offer all banking services in its rural outlets.
 
Is e-choaupal also having any such initiative
 


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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: gopal
Date Posted: 03/Apr/2008 at 12:57pm
GODREJ AGROVET

AGRI-INPUTS  

The Agri-Inputs division of Godrej Agrovet Limited was started in the year 1997. Its primary objective was to market plant growth promoters developed by the company's very own in-house R&D Department. There's been no looking back since then. Today, the division can take credit for creating many unique and innovative agricultural solutions that cover the entire range of agricultural crops.

These products, while improving agricultural productivity and profitability, cause zero -minimal damage to the environment. The company also provides farmers with technical advice and services. A technically qualified field force works with the farmers, conducting method and result demonstrations to educate them on maximizing farm productivity.

Key Highlights

  • Largest marketer of unique innovative agricultural products

OIL PALM DIVISION    

In order to bridge the widening gap between demand and production for edible oils in India, Oil Palm Division was started in the early 90's. Over the years, Godrej Agrovet has developed 6500 hectares of oil palm in the States of Andhra Pradesh, Goa and Karnataka. Oil mills have been set up in Andhra Pradesh and Goa.  Oil Palm plantation activities have also been taken up in Gujarat, Orissa and Mizoram.

Godrej Agrovet has put together a dedicated extension team that helps oil palm growers improve productivity. Godrej Agrovet has set up one-stop shops providing farmers with seeds, fertilizers, pesticides, technical guidance on cultivation and 100% buyback of fresh fruit bunches.

With such a strong commitment to development and service, it is no wonder that Godrej Agrovet is today, the largest producer of palm oil in the country.

Key Highlights

  • Largest producer of palm oil in India

  • Dedicated and trained team

  • Factories in Andhra Pradesh and Goa

  • Supported by best quality seeds & 100% buyback of fresh fruits

PLANT BIOTECH DIVISION     

Godrej Plant Biotech Division is engaged in micro-propagation of plants through tissue culture. It is also actively involved in contract research on another culture, somaclonal variation, production of secondary metabolites through plant cell culture and genetic engineering. It also exports foliage, flowering, fruits and medicinal and oil bearing plants.

The Division has four growth rooms conforming to US class 100, 40 Laminar airflow workstations and a large environmentally controlled fully automated greenhouse for hardening tissue culture plants.

Its also provides technical guidance ranging from resource analysis to crop production and produce marketing. This guidance is provided in three phases:

Phase 1: Pre-planting: The company carries out resource analysis on soil and water and provides advice on climatic suitability to the crop.

Phase 2: Planting to harvest: A wholesome crop cultural practice is provided. Periodic visits are conducted to monitor the crop and ensure full productivity.

Phase 3: Post-harvest and marketing: The company provides market intelligence on produce marketing in different parts of the country.



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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: gopal
Date Posted: 03/Apr/2008 at 2:04pm
HARIYALI MODEL PART OF MBA STUDIES
 
Hariyali rural retail, now a Harvard case study

GREEN THUMB IMPRESSION

Preeti Mehra

New Delhi, Jan. 27 One of the country’s agri-business initiatives, Hariyali Kisaan Bazaar — the rural retail venture of DCM Shriram Consolidated Ltd — has become a case study for students at the Harvard Business School.

Late last year a team from Harvard came to India to extensively study the model and turn it into a case study, and this month it was also presented at their international agri-business seminar at the school.

Earlier, Harvard had studied the e-choupal model of ITC.

“Prof David Bell (of Harvard) contacted us after hearing about the initiative from a participant during a World Bank meeting. He was excited and wanted to study how it was making a difference in the lives of farmers in the country, besides being an example of inclusive growth that the country is advocating,” said Mr Rajesh Gupta, President and Business Head of DSCL’s Hariyali venture.

Catalyst for social change

The study, in fact, has highlighted the model as a catalyst of social change and traces its beginnings to DCM’s deep-seated interests in agri-business and its involvement with the sugar business as early as the 1930s and later its entry into the fertiliser sector in 1966.

The genesis of the retail venture goes back to 1997 when DSCL initiated an agricultural extension programme, Shriram Krishi Vikas Guides, in northern India where the guides were trained agronomists posted in rural areas to address the needs of farmers and solve agri-based problems such as seed quality, irrigation techniques, fertiliser usage and crop yields.

It was at this point that the company found farmers asking for a host of quality agri-products at reasonable prices.

The study quotes Chairman and Managing Director Mr Ajay Shriram recounting how the company found in this a business initiative “which could leverage the agri-value chain, have a transformational impact and improve the quality of life in rural India.”

Today Hariyali has 125 rural centres spread over the north, west and south of the country. Its one-stop shops provide farmers with a range of agri and non-agri products, latest farm technology, farm fuels, and output buyback of farmers’ produce. The centres are also IT-enabled and provide farmers critical data relevant to them, inputs and access to weather forecasts, market prices and other technical knowledge.

Going forward, the company wants to experiment retail on the output and input side. Mr Rajesh Gupta is exploring Hariyali’s potential as a bulk buyer, which would serve as a conduit to rural India for companies who want to sell their products and services there. Motorola is already using the Hariyali route for its handsets. On the output side Hariyali is mulling being an “instrumental link” in the retail value chain, to supply large urban retailers with fresh fruits, vegetables and grains procured directly from the farming community.

The major challenge faced by Hariyali in meeting the expectations of the brand, and cited in the Harvard study, is the logistics of having employees in so many different locations and providing for the economic nuances, attitudes and practices of different regions of the country.



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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: BGKGURU
Date Posted: 03/Apr/2008 at 2:51pm
I M FOLLOWING Hariyali,they r very aggresive,300 outlet target by fy09 and 150 outlet addition every year. revenure per outlet is 50 lakhs(first year),2 corore+(upto 6 crore)  after 3-4 year,their ebidta margin is very low 5%.
it is good story with long term.
 
 
disclosure-i hold dcm shriram consolidated.
 
i was following triveni retail also but they are not doing anything they  have only 42-43 outlets and  no addition from last one year.
  

Posted By: gopal
Date Posted: 03/Apr/2008 at 2:55pm
Originally posted by BGKGURU

I M FOLLOWING Hariyali,they r very aggresive,300 outlet target by fy09 and 150 outlet addition every year. revenure per outlet is 50 lakhs(first year),2 corore+(upto 6 crore)  after 3-4 year,their ebidta margin is very low 5%.
it is good story with long term.
 
 
disclosure-i hold dcm shriram consolidated.
 
i was following triveni retail also but they are not doing anything they  have only 42-43 outlets and  no addition from last one year.
  
 
BGKGURU bhai,
 
Please share your analysis in detail that why you preferred hariyali to other rural retail outlet operators and what are the indicators that show it will give good outgrowth
 


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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: BGKGURU
Date Posted: 03/Apr/2008 at 3:31pm
boss i m not very good in writing like other tedies-
 
they includes all things  for family needs they added apparel also.
so they have agri items,groceries,electronic items,appael,fincial products,fuel retailing through hpcl,apparel,pharmacy with fortis(pilot preject right now).
so they all needed items,they haanyve pan india presence, they will not stop anywhere, they will add 150 outlets every year.
my only concern low ebidta margin,iwould like to see it around 7%.
 

Posted By: BGKGURU
Date Posted: 13/Apr/2008 at 7:42pm
rich harvest from Kisaan Bazaars
Mahua Venkatesh
Posted online: Tuesday , April 08, 2008 at 2355 hrs

Kandla, Apr 7Organised retail might be faltering in urban India, but is booming in rural India, going by the experience of DCM Shriram Consolidated Ltd’s Hariyali Kisaan Bazaar (HKB). Aimed exclusively at rural India, the company has seen sales from its 160 stores more than double in the last couple of years.

Average sales at an HKB store have gone up to Rs 5 lakh a day during the harvest seasons, while it is around a tenth of that during the lean season. That means the turnover of a single HBK store is over Rs 6 crore, annually, while the investment cost varies between Rs 2 crore and Rs 3 crore.

The growing popularity of HKB stores has also prompted banks and insurance companies to look at possible tie-ups to tap the rural customer. ICICI Lombard and HDFC Bank have already tied up with HKB for their products. Though he furnished few details, Ajay S Shriram, chairman & senior managing director, DCM Shriram Consolidated, said, “Banks and insurance companies get a ready customer base on a platter.”

Shriram said HKB’s retail model was developed exclusively for rural customers. “We have no intentions to bring it to urban areas; it has been designed for rural customers,” he said, adding that retail in rural India is commercially viable.

HKB not only sells products relating to agriculture like fertilisers and seeds, but also household items as 40% of rural India comprises those that are not engaged in farming, Shriram pointed out.

The success of HKB has also encouraged the company to launch pulses and masalas under its own Hariyali brand.

Posted By: shivkumar
Date Posted: 18/May/2008 at 11:26am
DCM Shriram to enter seed business

NEW DELHI: Diversified group DCM Shriram plans not only to enter the hybrid seed business in India but also position itself as a key international player.

DCM Shriram Consolidated (DSCL) would focus on hybrid seed market to position itself as a major global player, DSCL Chairman Ajay Shriram said at a meeting organised by the PHD Chamber of Commerce and Industry here on Thursday.

The company is working closely with Manila-based International Rice Research Institute to develop new varieties, he said.

According to a statement released by the industry chamber, Shriram, while addressing Indian industry leaders on DSCL's involvement in agricultural extensions, said his firm would bring about 50 lakh hectares land under its flagship rural retail chain Hariyali Kisan Bazar.

Posted By: gopal
Date Posted: 08/Jul/2008 at 11:03pm
Dear TEDies,
 
ON Television since yesterday I ahve seen advertisement twice for share offer for Godrej properties, can some one please update us all on any info & statistics of godrej properties.
 
rgds
 
Star


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Women are like the stock market Coz they're irrational n can bankrupt u if u're not careful

Posted By: sun_raj
Date Posted: 09/Jul/2008 at 12:36pm
i know top guys of d.s.c.l.  the co. is bit conservative. not very shareholder friendly.

Posted By: shivkumar
Date Posted: 09/Jul/2008 at 3:47pm
Originally posted by sun_raj

i know top guys of d.s.c.l.  the co. is bit conservative. not very shareholder friendly.


what else do you know of the company?

Posted By: sun_raj
Date Posted: 09/Jul/2008 at 4:28pm
after split & bonus 2+ years back the share was around 1200.after that there was big rallies but it only underperformed. they are not aggresive in approach.its a safe company with honest mgt. but in terms of share appreciation i have my reservations .but i am aware u are intelligent investor so u also must be seeing something good going future.

Posted By: shivkumar
Date Posted: 09/Jul/2008 at 5:46pm
The company is spending a lot of money on its Hariyali retail biz.  And recoveries will take time. According to the management, it will start making money in about two years' time.

Posted By: BGKGURU
Date Posted: 09/Jul/2008 at 11:29am
hariyali is not only  reason for investment,there is so much value in other business also
 
mk value+debt =2000
 
i think it is very low considering their many business-
value business-
sugar+fertiliser+chemical+cement etc.
 
growth
seeds+hariyali+fenesta
 
 

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