Professional Documents
Culture Documents
Balaji
Balaji
Balaji
op
y
“Women business owners are significant players in the nation’s economy and their
momentum shows
no signs of slowing down.”1
– Marjorie Alfus, Chairperson, Women’s Business Research
“We expect to emerge stronger with a wider genre exposure. We don’t just expect
this wider spread to
progressively de risk our business but also expect the programs to generate
attractive toplines and
bottomlines. This will enable us to enhance value for our share holders.”2
No
tC
Family-owned businesses4 are the oldest and still continuing format of businesses
across the
globe. In India, majority of the businesses are family-owned with management
control in the hands
of the promoters or family members. Since ages, only male members of the family
have been the
successors of the family-owned businesses. But this trend has changed with few
empowered women
leading their family business or creating their own companies. Balaji Telefilms
Ltd. (Balaji), promoted
by Shobha Kapoor is the prominent player in the Indian Media and Entertainment
(M&E) industry,
holding strong position in the Indian television arena. Balaji raised its capital
through Initial Public
Toh Alvin, “Women Business Owners Making Their Mark in the 21 st Century”,
http://www.a1articles.com/
article_124217_15.html, January 29 th 2007
Ibid., page 9
Do
This case study was written by Fareeda under the direction of Fathima Reshma Taj
H., IBSCDC. It is intended to be used as the basis
for class discussion rather than to illustrate either effective or ineffective
handling of a management situation. The case was
compiled from published sources.
© 2009, IBSCDC.
No part of this publication may be copied, stored, transmitted, reproduced or
distributed in any form or medium whatsoever
without the permission of the copyright owner.
1
Women-led Family-owned Businesses...
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y
Offering (IPO) and remained cash rich with its consistent investments in the high
quality debt funds.
As a matter of policy, the company remained completely debt-free. However, the
question is to what
extent are the capital structure decisions of the company influenced by its woman
leader?
No
tC
In India more than 95% of companies are family-owned businesses, contributing 60%–
70% of the
GDP.8 The family businesses are the backbone of Indian economy with their history
dating back to preindependence period. In the late 19th century, traders and money
lenders became industrialists and groups
such as Agarwals and Guptas in the North, the Chettiars in the South, the Gujarati
Jains and Banias,
Muslim Khojas and Memons in the West and Marwaris all over India flourished. During
1950s, 18 Indian
families and two British houses hold major part of Indian businesses.9 The
businesses during this period
were mainly in trade and small in size requiring less investment and controlled by
a family.
During 1970s, the family businesses had undergone many changes along with the
developments
in the Indian economy. Family businesses have shifted their focus to manufacturing
and required
more investment. The infrastructure developments during this period supported the
growth of the
businesses. The inception of financial institutions shifted the financial control
of the businesses from
owners to institutions. Besides, the family businesses started splitting, Dalmia
being the first business
house to break up followed by prominent groups such as Birla, Kirloskar,
Shriram,Walchand, Thapar,
Mafatlal, Mahindra, Lalbhai, etc. Though the businesses had lost financial control
and undergone
breakups, the control of family business over the management remained unimpaired.
5
Do
During 1990s, the economic reforms and open markets made the family businesses
struggle with
the emergence of new businesses in the service sector. The family businesses which
were enjoying
monopoly till then had to face stiff competition from new domestic players and
international companies.
Though many family businesses faced crisis due to these economic reforms, few
adapted the changes
well and remained major employers, largest creators and users of economic
resources. According
2
Women-led Family-owned Businesses...
to recent statistics, the management of as many as 461 of the 500 most valuable
companies are
under family control.10 The biggest family-owned businesses in India are – Tata,
Ambani, Birla,
Mittal, Godrej, Wipro, etc.
No
tC
op
y
Family businesses are traditionally dominated by men, but the scenario changed with
the rising
status of women in family businesses through globalisation, liberalisation and a
growing emphasis on
education. Indian women are breaking traditional barriers and working their way to
the top of
companies or creating their own businesses. Until 1970s, women in India were
confined to traditional
roles (as a daughter, mother, sister and wife) within the family. However, in the
last three decades,
few businesswomen in India have broken through the barriers of social conformity –
both at home
and in the workplace – to become successful entrepreneurs and professionals. The
list includes
Lalita Gupte of ICICI Bank (joint managing director), Kalpana Morparia of ICICI
Bank (joined JP
Morgan as CEO), Anu Aga of Thermax India, Kiran Mazumdar-Shaw of Biocon Ltd. and
Simone
Tata of Tata Group, to name a few. Despite their great strides in the corporate
world, women are
often discouraged by family members from having careers that infringe too much on
family life.
Though women in India do not have proportionate representation in the companies,
they are
better off than other countries across globe. As per a study by EMA Partners, an
executive search
firm, 11% of 240 large companies in India have women CEOs, whereas only 3% of
Fortune 500
companies have women CEOs.11 Besides, 35% of the women CEOs are also promoters of
their
companies. Women promoters have been outperforming in terms of both financials and
management
performance. According to a Sunday Economic Times (SundayET) study in 2009, “Nine
listed
companies managed by prominent women promoters (excluding unlisted firms and non-
promoter
women CEOs) fared better than the top 30 firms listed in the Bombay Stock Exchange
in year-onyear growth rates for the last five years”.12 The women promoters have
made their marks through
their efficient performance in their respective industries (Exhibit I). During the
last 5 years, the
companies’ income before tax grew by a Compounded Annual Growth Rate (CAGR) of
around
35% as against a 21% CAGR for the BSE-30 firms; their profits had grown by around
56% whereas
BSE-30 companies posted a growth rate of 27%.13
Do
To achieve desirable results, the women owners had to work hard to succeed with
their true
business sense. As stated by Kiran Mazumdar-Shaw, chairman and managing director,
Biocon Ltd.,
“Women have special attributes like compassion, sensitivity, multi-tasking and
above all, the inner
strength to excel. Women can use these attributes as well as their instincts,
intellects, thoughts and
ideas to their advantage.”14 Again if a woman fails, it’s not seen as an individual
failure but seen as
the collective failure of women, which puts extra pressure on women leaders to
deliver.
10
11
12
13
Ibid.
14
3
Women-led Family-owned Businesses...
Exhibit I
Leading Women Promoters in India in 2009 (in INR crore)
Promoter
Industry
Biocon Ltd.
Kiran
Mazumdar
Shaw
Pharmaceuticals
Apollo
Hospitals
Enterprise
Ltd.
Balaji
Telefilms Ltd.
Sangeeta
Reddy
Hospitals
Medical
Services
Shobha
Kapoor
Entertainment/
Media Industry
Thermax Ltd.
Meher
Pudumjee
Piramal
Healthcare
Ltd.
HT Media Ltd.
Swati Piramal
Pollution
Control
Equipment
Pharmaceuticals
Kinetic
Engineering
Ltd.
Jindal
Saw
Ltd.
Sulajja
Firodia
Motwani
Sminu Jindal
Auto - 2 & 3
Wheelers
Steel
Tubes/Pipes
Rajshree
Sugars
Chemicals
Ltd.
Rajshree
Pathy
Sugar
Integrated
* NA – Not Available
&
EBIT as
%
of
Sales
904.2
Total
Income
in FY
2009
987.8
CAGR for
Last 5 Years
(in %)
4.9
Net
Profits
in
FY
2009
203.2
14.93
1,457.9
1,479.3
12.20
19.6
124.8
25
294.9
304.2
10.5
20.6
13
3,095.6
3,159.3
14.89
10.1
382.8
50
2,321.9
2,482.9
18.25
180.7
365.6
21
No
tC
&
Shobhana
Bhartia
Sales in
FY 2009
Entertainment/
Media Industry
Interest
op
y
Company
28.41
1,323.0
1,352.3
10.62
31.7
108.9
NA
82.6
84.4
(57.20)
21.4
(66.9)
NA
5,003.3
5,029.9
12.64
197.6
339.1
58
354.4
358.1
16.62
26.0
24.7
19
Compiled by the author from hindi.economictimes.inditimes.com
Do
15
McConaughy, Daniel L., “Founding Family Control and Capital Structure: The Risk of
Loss of Control and the Aversion
to...”, http://www.allbusiness.com/specialty-businesses/family-owned-
businesses/331244-1.html, June 22 nd 1999
4
Women-led Family-owned Businesses...
Exhibit II
Financials of Leading Women-led Family Business in India (in INR crore)
Biocon
Ltd.
Apollo
Hospitals
Enterprise
Ltd.
Balaji
Telefilms
Ltd.
Thermax
Ltd.
Piramal
Healthcare
Ltd.
Net Worth
HT
Media Ltd.
Kinetic
Engineering
Ltd.
Jindal
Saw Ltd.
Rajshree
Sugars &
Chemicals Ltd.
op
y
Particulars
1,374.8
1,370.8
388.8
961.8
1,189
91.6
36.8
2,350.7
116.0
Debt
163.9
449.5
976.9
369.8
221.7
1,636.6
399.1
Fixed Assets
713.2
662.7
40.67
439.9
1,018.7
559.4
51.8
1,076.6
410.5
Current Assets
777.0
786.8
85.61
1,630.4
1,533.3
711.8
175.8
3,395.4
207.4
Investments
346.7
538
245.67
196.8
129.9
405.6
110.9
215.3
47.6
EPS
10.93
22.91
4.04
22.31
16.43
5.21
(32.21)
69.49
8.46
2.31
1.91
2.25
1.23
2.73
1.22
2.10
2.25
1.38
Current Ratio
No
tC
The Indian M&E industry is one of the fastest growing sectors of the country. The
sector grew
at a CAGR 15% in the last 5 years reaching INR 584 billion ($11.68 billion) in 2008
and expected to
reach INR 1,052 billion ($21.04) billion in 2013 with a CAGR of 12.5%.16 As per the
Federation of
Indian Chambers of Commerce and Industry (FICCI)-KPMG17report the challenging
global economic
environment has led for the moderate projections for the M&E industry as against
the earlier projection
of 18% for 2008–2012. Amit Mitra, secretary general, FICCI, justifies “India is one
of the few
countries where economic growth will be led by domestic consumption. With a low
advertising
spend to GDP ratio of 0.47 percent, a growing consumer class and middle class,
young population,
low media penetration and increasing discretionary spending; India continues to be
an attractive
market for Media & Entertainment.”18
Do
Indian M&E industry spread across various segments – television, print media,
films, animation,
internet, music, radio. Television is the largest segment of the M&E industry
occupying $4.81 billion,
of the M&E industry followed by print media, films and other segments (Exhibit
III). The television
segment continues to dominate the Indian M&E by its revenue projections reaching
$9.45 billion in
2013 at CAGR 14.5%. The Indian viewers are exposed to about 450 channels (in 2008)
as compared
to 120 channels in 2003, classifying the television as one of the leading sectors
of the economy. 19
The growth in the television industry stems from an upbeat television distribution
with the emergence
of digital mediums in the form of Direct to Home television (DTH), Internet
Protocol Television
(IPTV) and Digital Cable. This has led to the increase of service providers and
subscribers and the
DTH subscribers are expected to increase to 28 million by 2013.20
16
17
KPMG is a global network of professional services firms providing Audit, Tax and
Advisory services. It has about 137,000
professionals working together delivering value in about 144 countries worldwide.
18
“Media & Entertainment Industry projected to grow at 12.5% over next five years to
INR 1052 bn: FICCI-KPMG report”,
http://www.in.kpmg.com/pressreleases/pdf/Press%20Release-%20FICCI%20Frames.pdf,
February 17 th 2009, page 1
19
20
5
Women-led Family-owned Businesses...
Exhibit III
Sector-wise Growth of the Media & Entertainment Industry (in $ billion)
2008
2013
% CAGR
Television
Print
Film
Animation
OOH
Gaming
Internet
Radio
Music
4.81
3.45
2.18
0.35
0.32
0.13
0.12
0.16
0.14
9.45
5.32
3.37
0.79
0.59
0.55
0.43
0.33
0.21
14.5
9.0
9.1
17.8
12.8
33.3
27.9
11.2
8
op
y
Segment
No
tC
Source: “Media & Entertainment: The Next Five Years Are Promising”,
http://www.theindusview.com/vol4Issue4/pdf/
20090312_IndusView_Publication_Vol4_Issue4_Special_Report_Media_Sector.pdf, 2009,
page 2
Another prominent sector of Indian M&E industry after print media sector is the
film industry.
India is the world’s largest film producer by volume, producing approximately 1,000
films a year and
accounts for over 3 billion theatrical admissions per annum.21 This growth is
driven by the audiences,
who have been open to accepting national and international movies. The multiplex
culture has resulted
in the audience accepting movies from all cultures and genres. The film industry is
expected to grow
at CAGR 9% reaching $3.37 billion in 2013. The films have become the major source
of content for
television, music and radio segments. For instance, the film songs become the
content of the
programmes on television and radio. The increase in demand for the quality content
for both television
and film segments have led to the development of numerous content providers and
production houses.
The content providers are one of the primary entities of the M&E industry value
chain, followed
by distributors and end users (Exhibit IV). The content generated by new agencies,
individual movie/
tele-serial producers or companies takes the form of movies, general entertainment,
sports, news,
current affairs, realty shows and game shows. Few companies also felt the need to
be present
across the value chain. For instance, the conglomerates such as Walt Disney, Times
Warner, etc.,
are well-integrated on the global stage. In India too, companies such as Zee
Entertainment and Sun
TV are positioned across the value chain and are ready to exploit the benefits that
arise in future.
Do
The Indian M&E industry is highly fragmented with numerous content providers
providing
content to its different segments. The prominent content providers providing
content for both
television and film segment were UTV Software Communications Ltd., B.A.G films,
Creative
Eye, Balaji, etc. The companies in the entertainment content business are mostly
equity financed
and less dependent on debt. The direct dependence of the companies on debt could
discourage the
risk taking and growth prospects of the companies and hence the companies are
largely equity
financed (Exhibit V). One such company with zero debt capital structure,
reinforcing its net worth
with internal accruals and equity is Balaji.
21
No
tC
op
y
Exhibit IV
M&E Industry Value Chain
Exhibit V
Debt Equity Mix of Content Provider of Television and Film Industry as on
March 31st 2009 (in INR crore)
Company
Cinevistaas Ltd.
Do
Total
Income
57.7
Net Profit
Equity
Debt
0.93
166.3
17.7
Market
Capitalisation*
32.7
21.9
54.3
304.2
15.3
0.11
(3.8)
20.6
(1.7)
9.65
41.1
388.9
93.7
0
11.2
0
1.3
45.2
12.0
381.5
49.0
167.7
38.3
32.9
60.6
66.7
312.3
4.13
(6.9)
0.14
1.7
(4.3)
16.6
126.6
115.9
26.8
177.2
170.9
,
1056.5
28.2
16.7
6.95
0.99
35.6
346.7
109.1
140.7
18.95
215.5
107.4
,
1524.9
10.8
0.28
17.1
7.9
5.8
7
Women-led Family-owned Businesses...
op
y
Balaji is the leading television content provider, dominating the prime-time22 and
non-prime-time
fictional content of Indian M&E industry. It was promoted in 1994 by veteran actor
Jeetendra
Kapoor, his wife Shobha Kapoor and daughter Ekta Kapoor. Though the first few pilot
projects of
company were not successful, it achieved its first breakthrough from its programmes
Hum Paanch
(Indian sitcom) and Mano Ya Na Mano (fictional thriller) for Zee TV. The programmes
such as
Kyunki Saas Bhi Kabhi Bahu Thi, Kahani Ghar Ghar Ki, Kaun Banega Crorepati, etc.,
were
the turning points in the company’s journey to success.
No
tC
Besides television serials Balaji ventured into feature film production and new
media (Internet)
(Exhibit VI). Balaji, under the banner name Balaji Motion Picture Ltd., has
produced films such as
Kya Kool Hai Hum, Shootout at Lokhandwala, Sarkar Raj, etc. The company also has
plans to
emerge as a content aggregator or a producer for new media sphere such as Internet,
mobile phones
and gaming to develop efficient revenue generating models. Puneet Kinra, CEO,
Balaji justified that
“Balaji’s creative talent, superior execution capabilities and its ability to
deliver scale are its forte.
Leveraging our inherent skills, we are gearing ourselves to cross new horizons of
content creation.”23
Exhibit VI
Balaji Telefilms Business Segment
Do
Balaji’s success over the years can be attributed to its creative abilities and its
unique business
model (Exhibit VII). Balaji generates revenue by providing content to both
sponsored24, commissioned25
programmes and events. It provides content in both national (Hindi) and regional
languages such as
22
The hours between 7 p.m. and 11 p.m., when the largest TV audience is available.
23
“Annual Report 2008–2009”, op.cit., page 9
24
Sponsored programmes: Content developers purchase time slots from the channel and
get ‘free commercial time’ in return.
The company retains the advertisement revenues and the Intellectual Property Rights
(IPR). The sponsored programmes
generate variable income for the company.
25
8
Women-led Family-owned Businesses...
op
y
No
tC
Exhibit VII
Pillars of Balaji’s Business Model
In October 2000, Balaji raised money from the market through IPO for its further
expansion. The
company successfully raised INR 36.45 crore, by issuing and allotting 2,803,250
equity shares of INR
10 each for cash at a premium of INR 120 per share.27 The IPO proceeds were
utilised to finance the
expansion of infrastructure facilities (equipments and building studios) and also
to meet its long-term
working capital requirements. Balaji had set up offices and integrated studios in
Mumbai, Bangalore,
Chennai and Kolkata. Post-issue, the company’s paid-up capital was INR 10.30 crore
(including equity
capital of INR 1 crore, INR 6.5 crore of bonus issue in June 2000 and IPO of INR
2.80 crore), with the
promoters’ stake being 69%.28 During 2000–2001 fiscal, the company repaid all its
long-term debt
from its strong cash flows and IPO proceeds and emerged as a completely debt-free
company. It had
reduced its debt-equity ratio to zero in 2001 from 1.09 in 2000 and 1.67 in 1999.29
Do
During 2002–2003 fiscal, the company increased its number of shares by splitting
each share in
1:5 ratio. Balaji subdivided its equity share of INR 10 each into equity share of
INR 2 each, increasing
its number of shares to 51,516,250 and its paid-up capital being same.30 The share
capital of Balaji
had increased to INR 13.04 crore in 2005 fiscal from 10.30 crore in 2004 fiscal
with the preferential
26
27
28
29
Ibid.
30
9
Women-led Family-owned Businesses...
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y
Year
2004–2005
2005–2006
2006–2007
2007–2008
2008–2009
No
tC
Exhibit VIII
Balaji Telefilms Ltd.: Programming Hours Distribution
Sponsored Programming
Hours
Commissioned
Programming Hours
Total Programming
Hours
789
931
1,720
1,045
1,068
2,113
759
1,061
1,820
652
919
1,571
570
927
1,497
Do
Balaji evolved as the leading content provider with increasing revenues and net
profits every
year. The company’s revenue increased from INR 201.69 crore in 2005 fiscal to INR
328.97 crore
in 2008 and declined to INR 294.91 crore in 2009 (Annexure III). The decline in the
revenue is
attributed to the decline in programming hours due to the adverse effects of
economic slowdown on
advertisement industry. Even the company’s profit before tax and profit after tax
declined by 71%
and 70% respectively from its previous year. The Earnings Per Share (EPS) of the
Balaji stood at
INR 4.04 in 2009, a decline of 69.85% from its previous year. Despite the decline
in its profits, the
company paid dividend of INR 0.30, a 15% on the face value of equity share.34 As of
March 31st
2009, the market price of the equity of the company was INR 29.55 (closing price on
the BSE). 35
31
32
33
“Balaji Tele to make pref allotment to Star group affiliate — To offer 25.1% stake
at Rs 90”, http://
www.thehindubusinessline.com/bline/2004/08/19/stories/2004081902830100.htm, August
19 th 2004
34
35
Ibid.
10
Women-led Family-owned Businesses...
op
y
Balaji remained completely debt free since 2001 fiscal and met its long-term
capital requirements
through its retained earnings and short-term investments. Balaji’s net worth has
consistently grown
from INR 218.9 crore in 2005 to INR 388.88 crore in 2009 (Annexure IV). The surplus
funds of the
company are employed for setting up studios, purchasing land for studios etc., with
the objective of
strengthening company’s competitive edge. The company invests its surplus funds
mainly in debt
funds to preserve capital, liquidate at will and generate a fair return on
investment. As a matter of
policy the company invests its major part of surplus funds in high credit quality
funds and small
amount in equity funds.
Do
No
tC
36
37
11
Women-led Family-owned Businesses...
op
y
Annexure I
Shareholding Pattern of Balaji Telefilms Ltd. (as on March 31st 2009)
No
tC
Do
12
Women-led Family-owned Businesses...
No
tC
op
y
Annexure II
Balaji’s TV Programmes on Different TV Channels (as on March 31st 2009)
Do
13
Women-led Family-owned Businesses...
2008-2009
2007-2008
Income
Turnover
op
y
Annexure III
The Income and Expenses Statement of Balaji Telefilms Ltd. FY 2005–2009
(in INR crore)
2006-2007
2005-2006
2004-2005
294.91
328.97
317.46
280.37
196.75
21.27
17.28
9.41
8.69
4.94
Total
316.18
346.25
326.87
289.06
201.69
Expenditure
Cost of Production of TV serials/
feature films
180.66
161.20
159.49
156.41
106.38
13.20
13.62
11.57
7.17
5.40
61.28
30.24
26.82
23.13
17.61
0.05
0.19
Employee Costs
Administrative and Other
Expenses
Interest
Depreciation
Total
Profit Before Tax
Provision for tax
Current Tax
Deffered Tax
Fringe Benefit Tax
Profit After Tax
No
tC
Other Income
23.52
12.70
11.25
14.32
9.74
278.66
217.76
209.13
201.08
139.32
37.52
128.49
117.74
87.98
62.37
(18.60)
(40.30)
(37.40)
(29.48)
(20.86)
(0.21)
8.60
0.46
(0.20)
1.19
(0.85)
(0.72)
(0.71)
(0.27)
26.67
87.93
79.43
59.42
41.30
Excess/ (Short) Provision for tax
in respect of earlier years
Balance brought forward from
Previous year
(0.35)
(0.55)
0.29
0.22
0.21
161.54
109.65
63.90
32.50
88.32
187.86
197.03
143.62
92.14
129.83
Appropriations
Interim Dividend
22.82
2.67
8.79
Proposed Dividend
1.96
22.82
0.33
3.88
3.20
2.74
10.77
182.90
161.54
109.66
63.90
32.50
4.04
13.40
12.23
9.15
7.61
Do
14
7.94
82.43
5.94
4.13
19.56
Women-led Family-owned Businesses...
Annexure IV
Balance Sheet of Balaji Telefilms Ltd. FY 2005–2009 (in INR crore)
2008–2009
2007–2008
Sources of Funds
Shareholders’ Funds
Share Capital
13.04
2006–2007
2005–2006
2004–2005
op
y
13.04
13.04
13.04
13.04
375.84
351.8
291.12
237.43
200.09
388.88
364.84
304.16
250.47
213.13
4.31
4.77
4.57
5.77
Total
388.88
369.15
308.93
255.04
218.9
98.14
94.77
77.68
66.95
55.93
57.68
50.49
38.1
30.69
21.29
40.46
44.28
39.58
36.26
34.64
51.39
17.62
3.82
5.07
1.2
91.85
61.9
43.4
41.33
35.84
Application of Funds
Gross Block
Less: Depreciation
Net Block
Capital Work in Progress
Investments
No
tC
Fixed Assets
245.67
4.29
249.89
178.76
162.38
113.75
0.9
9.57
6.87
11.62
23.87
50.57
68.55
66.84
73.7
53.5
11.13
7.62
6.38
6.23
23.01
40.47
42.99
17.05
17.45
85.61
126.21
123.08
108.6
97.82
35.49
41.43
34.56
34.34
28.32
3.05
27.42
1.75
22.93
0.19
38.54
68.85
36.31
57.27
28.51
Do
47.07
57.36
86.77
51.33
69.31
388.88
369.15
308.93
255.04
218.9
15