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DRAFT REPORT
JULY 31, 2012
STUDY
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Table of Contents
1. 2. Context and methodology ............................................................................................................... 4 Recommendations ........................................................................................................................... 5 2.1 2.2 2.3 3. 3.1 3.2 3.3 3.4 4. 4.1. 4.2. 4.3. 4.4. 5. 5.1 5.2 5.3 5.4 6. 6.1 6.2 7. 7.1 7.2 Relevance ............................................................................................................................ 5 Strategy ............................................................................................................................... 7 Fund Operationalisation .................................................................................................... 10 Overview of performance on economic and social indicators .......................................... 11 Key trends shaping the economy ...................................................................................... 15 Size of the market at the base of the pyramid .................................................................. 19 Climate for enterprise and investment ............................................................................. 20 Overview of performance on economic and social indicators .......................................... 22 Key trends shaping the economy ...................................................................................... 25 Size of the market at the base of the pyramid .................................................................. 28 Climate for enterprise and investment ............................................................................. 29 Overview of our methodology .......................................................................................... 30 Analysis of findings ............................................................................................................ 32 Funding needs of Inclusive Businesses .............................................................................. 44 Implications for ADB .......................................................................................................... 48 Overview of our methodology .......................................................................................... 49 Analysis of findings ............................................................................................................ 50 Overview of our methodology .......................................................................................... 59 Analysis of findings ............................................................................................................ 60
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
List of Figures
Figure 1: Framework to organize insights collected in the study ........................................................... 4 Figure 2: Total and equity-only FDI inflows into India .......................................................................... 11 Figure 3: Gross domestic product (GDP) at PPP ................................................................................... 11 Figure 4: Historic and planned sector growth rates ............................................................................. 12 Figure 5: Contribution of sectors to GDP and labour force employment ............................................. 12 Figure 6: Percentage of India's population in 9 poorest states ............................................................ 14 Figure 7: Projections for India's working age population ..................................................................... 16 Figure 8: Distribution of urban and rural population ........................................................................... 16 Figure 9: Increase in the number of urban towns ................................................................................ 17 Figure 10: Annual household consumer expenditure in India (1987-2010) ......................................... 18 Figure 11: Market size of India's BOP ................................................................................................... 19 Figure 12: India's credit ratings by various rating agencies .................................................................. 21 Figure 13: Gross domestic product of South and Southeast Asian countries ...................................... 22 Figure 14: Weighted contribution to GDP growth rate by sectors ....................................................... 23 Figure 15: Composition of FDI inflows .................................................................................................. 24 Figure 16: Age profile of Sri Lankas population ................................................................................... 25 Figure 17: Unemployment in Sri Lanka by education level and age group .......................................... 26 Figure 18: Segmentation of market at the base of the pyramid .......................................................... 28 Figure 19: Distribution of survey respondents ..................................................................................... 30 Figure 20: Primary BOP engagement mode of survey respondents..................................................... 32 Figure 21: Additional BOP modes of engagement ................................................................................ 33 Figure 22: Consumer model strategies ................................................................................................. 33 Figure 23: Distributor model strategies ................................................................................................ 34 Figure 24: Supplier model strategies .................................................................................................... 35 Figure 25: Employee model strategies.................................................................................................. 35 Figure 26: Benefits to company of being inclusive ............................................................................... 36 Figure 27: Benefits to the BOP of inclusive businesses ........................................................................ 37 Figure 28: Level of social impact measurement ................................................................................... 38 Figure 29: Geographical spread of IB operations ................................................................................. 39 Figure 30: Perceptions of operating in low-income states ................................................................... 40 Figure 31: Critical growth factors.......................................................................................................... 40 Figure 32: Key risk factors ..................................................................................................................... 41 Figure 33: Equity received to date ........................................................................................................ 44 Figure 34: Debt received to date .......................................................................................................... 44 Figure 35: Credit guarantees raised to date ......................................................................................... 45 Figure 36: Required investment size, by sector .................................................................................... 45 Figure 37: Investment size by geography and mode of engagement................................................... 46 Figure 38: Ideal grant-funded investments .......................................................................................... 46 Figure 39: Composition of Dalberg's sample of 21 fund managers ...................................................... 49 Figure 40: Market capitalization of countries in South and Southeast Asia ......................................... 50 Figure 41: Number and volume of PE (non real estate) investments in India ...................................... 50 Figure 42: Responses to the question: "What is your general outlook for India's economy?" ............ 51 Figure 43: Sector prioritization analysis................................................................................................ 54 Figure 44: Illustrative approaches of major investors deploying equity/debt to IBs in India............... 60 Figure 45: Exposure of major investors deploying equity/debt to priority sectors in South Asia ........ 61
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Figure 1: Framework to organize insights collected in the and (1) Relevance of ADBs potential IB fund, (2) investment strategystudy(3) fund operationalisation
Key questions addressed in our study
a. Are macroeconomic conditions conducive for IB growth?
Relevance
b. Are macroeconomic and business conditions favorable for VC/PE investment? c. Is there demand from inclusive businesses to seek out VC/PE investment? a. What size of enterprise and investment should the fund target? b. Which sectors should the fund prioritize?
Strategy
c. Should geography be a factor, and if so, where should the fund focus? d. Which financial instruments should the fund deploy? e. Should mode of engagement be an investment criterion? f. Which company-specific parameters should influence investment decisions? a. How should ADB engage existing PE funds investing in IBs?
Operationalisation
b. Who should ADB target to raise funds from? c. What are some other key considerations to set the IB fund up for success?
The approach Dalberg used to answer the above questions had four distinct parts: A. Assessment of macroeconomic and microeconomic conditions in India and Sri Lanka B. Mapping of inclusive businesses operating in India and Sri Lanka through an online survey of 7 130 businesses, and interviews with 20 potential investees for ADB C. Assessment of strength of capital markets in both countries through interviews with 21 fund managers with exposure to inclusive businesses D. Mapping of potential co-investors (donors) in ADBs fund through interviews with 11 agencies including family foundations, banks, DFI-funded investors and bilateral aid agencies The detailed methodology adopted within each of these work streams is described in the relevant sections of the report.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
2. RECOMMENDATIONS
Based on findings across multiple work streams, we believe that ADB should adopt a three-pronged strategy to supporting the development of IBs in India and Sri Lanka 1. Invest in an existing PE fund to provide equity support in the $1-$10 million range to early and early growth stage, small and medium-sized inclusive businesses (IBs) The fund should adopt a sector-agnostic approach with a light preference for education, health, water and tourism sectors The fund should adopt a geography agnostic approach but may consider investing part of its funds in existing low-income state focused funds Mode of engagement with BOP should not be a major criterion for investment; focus should be on innovative high-growth models that are not capital-intensive and more service-oriented The fund management team should have experience in sourcing, managing and exiting investments of under $5 million, the likely size of majority of deals The funds allocation for Sri Lanka should be limited with the expectations of securing not more than 1-2 deals per year Set up a credit guarantee scheme (separate from the PE fund) to support IBs in gaining access to debt, a major area of need in both India and Sri Lanka Set up a technical assistance (TA) facility to provide grant support to investees of the fund for activities that are non-revenue generating and support the creation of public goods In Sri Lanka, the TA facility should also focus on promoting inclusive business practices among the wider business community
2.
3.
The following sections of this chapter present our findings and recommendations in detail, organized by the 3 broad questions outlined in Chapter 1 Relevance, Strategy, and Operationalisation.
2.1 RELEVANCE
PE funding is relevant for growth of small and medium IBs in both India and Sri Lanka; diverse conditions warrant a differentiated approach to investment in both countries. In order to answer this question, Dalbergs team looked at both demand and supply factors. On the demand-side, we examined whether macroeconomic conditions support the growth of IBs and whether IBs look to PE firms to support their growth. On the supply-side, we looked at whether macroeconomic conditions and capital markets support PE investment. In India, the growth of private business is supported by the countrys positive long-term economic prospects driven by favourable demographics and consumption growth. The segment of the private sector expected to grow the fastest is the collection of approximately 12 million small and medium enterprises (SMEs) that employ over 30 million people. Within this large set, there are thousands of inclusive businesses that engage members of Indias vast BOP population (>1 billion) and need growth financing in the range of $1-10 million. Impact investors are particularly optimistic about the growth of enterprises that provide access to basic services like energy, water, education and health as Indias massive BOP population suffers deprivation across multiple development parameters2. For the VC/PE community (supply-side), Indias most attractive features are the size of its stock market, IPO issuing activity and expected economic growth. PE market statistics show that the number of deals is increasing, indicative of more opportunities for PE investment. While an unclear
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
regulatory environment and inadequate infrastructure do pose challenges to doing business in the country, we feel that these will dissipate over a 10 year period. In Sri Lanka, conditions warrant a different, more measured approach. Sri Lankas economy has grown at over 8% since 2009, when its 26-year long civil war ended. The government has initiated a number of measures to stimulate the growth of businesses in sectors like tourism where the target is to attract 1.5 million tourists by 2016 from 850,000 in 2011. The results of these efforts are beginning to show from 2011 to 2012 the country jumped 9 places in the Doing Business Rankings and is ranked 89th of 183 countries which is second best, behind Maldives, in the South Asia region. Fund managers (there are 2 active fund managers at present) expect investment opportunities to emerge in the SME sector, especially in services and manufacturing companies catering to the needs of larger firms in inherently inclusive sectors like tourism, agri-business and renewable energy. These businesses are expected to engage hundreds of BOP members as employees and suppliers addressing Sri Lankas problems of a high youth unemployment rate (20%). Consumer-oriented IBs are less relevant in Sri Lanka due to the relatively small BOP population (<2% of Indias at 12 million people) and the high level of access to basic services contributing to Sri Lankas low multidimensional poverty score of 0.021 compared to India 0.283. It must also be kept in mind that PE is a relatively new asset class in Sri Lanka. The total number of investible opportunities ready to absorb PE funds is said to be in the range of 100-150. This number is hard to verify as accessing opportunities in Sri Lanka is entirely dependent on proprietary networks, unlike in India where the PE market is highly intermediated. Many IBs we spoke with expressed a preference for concessionary debt over equity given the prevailing high interest rates. A lot of groundwork will need to be done to convince business owners to sell their stake. Exit options must also be thoroughly explored before investment. The corpus of money raised by IPOs on the Colombo Stock Exchange increased nearly fivefold from 2010 to 2011, but the LKR 19.2 billion ($165 million) raised by the 13 listings in 2011, is small in absolute terms. Overall market capitalization as a percentage of GDP continues to remain very low at 40.2% of GDP, compared to other nations like India (93.6%), Philippines (78.8%) and Indonesia (51%). While the small size of the Sri Lankan PE market and relatively weak stock market must not be ignored, we believe that risks can be effectively managed by taking a measured approach to investment. ADB should set aside a limited amount to invest through an experienced fund manager with the expectation of making a maximum of 1-2 IB investments a year.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
2.2 STRATEGY
Our findings in response to this question are divided into five parts: a) b) c) d) e) Target size of investment and investee Sector focus Geography focus Mode of engagement and other criteria for investment Instruments to deploy and expected returns
a) Target size of investment and investee ADB should target inclusive SMEs seeking equity infusions in the $1-10 million range with the expectation that most deals will be below $5 million; financing needs of large IBs are being adequately met by the market. Stakeholders across various categories IBs, fund managers and donors have echoed the view that ADBs fund should focus on supporting the growth of small and medium-scale IBs that roughly correspond to the Indian governments small and medium industry classification, i.e. firms with less than $2 million invested in plant and machinery. These firms have limited access to external sources of finance as banks practice collateral-based lending and very few equity investors provide support in the $1-$10 million range, required for early growth financing. Larger firms, on the other hand, have several alternate financing options, including commercial PE (there are over 300 PE funds in India, majority of whom invest upwards of $10 million per deal); commercial bank loans, corporate debt and the stock market. While USD $1-10 million is seen as a relevant range for ADBs fund, investors expect a higher proportion of deals to be below $5 million given the nascent stage of development of most IBs in India and Sri Lanka today. This has several implications for the way ADBs fund must be managed. Smaller deals are often sourced through a proprietary route by experienced, well-networked fund managers. The leadership of these smaller companies (often lead by a single entrepreneur) tends to demand greater involvement from the fund managers team and require more assistance across multiple areas including but not limited to finance, human resources, marketing and corporate governance. ADB should factor these realities into the fund design and any future due diligence of fund managers. b) Sector focus ADB should adopt a sector agnostic approach, but prioritize 4-5 sectors that deliver strong social and financial returns; preferred sectors should be education, healthcare, water and tourism. Though the overall market for PE deals in India is substantial (460 deals in 2011), very few sectors, barring large infrastructure, real estate, finance and telecom, see sufficient annual deal flow to warrant exclusive focus. Highly inclusive sectors like agriculture saw fewer than 4 deals per year between 2005 and 20103. The relative lack of depth in any specific sector has resulted in very few sector-specific PE funds - over 80% of the 300+ PE funds active in India today are sector-agnostic. Given the newness of the asset class in Sri Lanka, adopting a sector-agnostic approach is perceived by many as the only feasible approach. Acknowledging the constraints imposed by the stage of PE market development, we recommend that ADB adopt sector-agnostic approach with a light focus on 4-5 sectors that deliver high financial and social returns, in addition to being relatively asset-light and free of risks such as over-regulation
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
and ESG concerns. Based on Dalbergs analysis of these factors and risks, inclusive businesses in education, healthcare, water and tourism appear to be the most attractive. c) Geography focus ADB should adopt a geography-agnostic approach and may consider investing part of its fund in existing low-income states (LIS) focused funds. Low deal flow is a key reason cited by many impact-oriented investors as the key reason for maintaining a pan-India investment approach instead of focusing exclusively on Indias low-income states in the north and east. Indias high and growing incidence of urban poverty (298 million BOP live in urban areas that typically fall in high-income states) and the pan-India growth plans of majority (over 75%) of IBs that responded to our survey, are additional arguments in favour of a geography-agnostic approach. There are, at present, only two funds in India which invest exclusively in low-income states. Both were launched in 2012 with support from DFIs and DFI-funded investors like DFID, CDC and IFC and their performance is yet to be assessed. In Sri Lanka too, investors are wary of exclusively focusing on post-conflict provinces in the north & north-east and under-developed eastern and southern provinces. The higher operational costs (personnel and time) of sourcing deals from these regions were also cited as a disincentive. While uncertainty concerning deal quality and deal flow can be mitigated with an agnostic approach, the argument still remains that under-developed regions deserve special attention. Several donors and fund managers believe this can be achieved through appropriately designed monetary incentives for fund managers e.g. increase in fees and carry for deals executed in low-income states/post-conflict regions. Another, more straightforward approach to achieving focus and one that we endorse, is for the ADB to consider investing a part of its fund with existing low-income states-focused SME funds to complement and leverage the efforts of other DFIs. d) Mode of engagement with the BOP and other criteria Mode of engagement with BOP should not be a major criterion for investment; focus should be on innovative high-growth models that are not capital-intensive and more service-oriented. The ADB should invest in innovative businesses that engage the BOP in a variety of ways. We find that successful IBs tend to utilize more than one mode of engagement, sometimes even three or four. In the Indian context, all modes of engagement are relevant and have high potential for social impact and financial returns. The relatively small size of the BOP in Sri Lanka and high level of human development, reduce the relevance of pursuing consumer-oriented models in Sri Lanka. Across the board, stakeholders have mentioned that mode of engagement should not be used as a criterion for investment. The more important questions to ask are whether the business model is a capital-intensive one, as is the case with most real estate and microfinance firms; whether the model is service-oriented; and, how, if at all, technology is leveraged by the model. These factors are seen to play a greater role in determining the scalability and long-term impact of an IB business model than the mode by which they engage with BOP. e) Instrument and returns expectations ADB should observe financial discipline across all instruments that it deploys; reasonable net financial return expectations provide an opportunity to service the large need for non-equity instruments. In our assessment, ADBs expectation of net financial returns in the range of 10-12% can be met by observing discipline across the instruments deployed by the fund. This implies that expected returns
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
on equity and debt should be no less than market rate (typically in excess of 20% for equity and 14% for debt, gross). A strategy that is focused solely on equity will not address the large underserved need for debt for working capital, which is currently a critical barrier to growth of inclusive businesses, largely for want of collateral/security. ADBs reasonable overall returns expectations and impact-orientation provide an important opportunity to address this issue by allocating a portion of funds to stimulate greater lending to IBs. This could be achieved through a credit guarantee scheme, targeted at IBs/existing investees that are keen to access debt from the commercial banking sector. Such an intervention would also be very timely. A number of PE funds are currently contemplating launching Non-Banking Finance Companies to provide debt to businesses A technical assistance (TA) or grant facility, comprising roughly 5% of the total fund, is another important mechanism to supporting the growth of high potential IBs. TA is seen as most relevant for non-revenue generating activities such as R&D, ESG4 improvement and the creation of public goods such as training and awareness generation.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Equity
Power
9% investment
Overall investment, largely gross fixed capital formation, has grown exponentially in India since 2001, when it represented 23% of GDP. In 2011, this figure stood2011-2012 at 34%. A good indicator of a countrys future growth prospects, Indias gross fixed capital formation is expected to continue to be around 35% of GDP in the near future8. A booming services sector has led Indias growth story over the last decade, but a languishing agriculture sector has limited the inclusiveness of this growth.
26%
Service sector
$ trillions 60
China India US
40
20
2
Brazil Japan
Over the last decade, Indias GDP has been growing at an average of around 8% per annum, making it one of the fastest growing major economies in the world. At a total size of $1.45 trillion, the Indian economy is the 11th largest by nominal GDP and at a total size of $4.82 trillion (PPP), the 3rd largest by Purchasing Power Parity (PPP) behind the US and China. Multiple forecasts predict this trend continuing to accelerate, and by 2020 Indias GDP in PPP terms is expected to rise to $8.01 trillion9. While Indias economy as a whole has been growingly rapidly, the key economic sectors of agriculture, industry and services have been growing unevenly. Data from past five-year plans, 9th Plan (1997-2002), 10th Plan (2002-2007) and 11th Plan (2007-2012) point to the fact that the
11
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
agriculture and allied services sector, which employs over 50% of the countrys population, has grown significantly slower (less than 3.5% annually) than the services sector (approx. 7.5% annually). 3. has significantly limited the inclusiveness of rates This Historic and planned sector growthIndias growth.
Figure 4: Historic and planned sector growth rates
% growth rates
9th plan (97-02) Agriculture, Forestry and Fishing Industry Mining & quarrying Manufacturing Elect., gas & water Construction Services Trade, hotels & restaurants Transport, storage, and communication Banking and financial services 2.5 4.3 4.0 3.3 4.8 7.1 7.9 7.5 8.9 8.0 10th plan (02-07) 2.3 9.4 6.0 9.3 6.8 11.8 9.3 9.6 13.8 9.9 11th plan (07-12) 3.2 7.4 4.7 7.7 6.4 7.8 10.0 7.0 12.5 10.7 12th plan (12-17) Low Growth Estimate * 4.0 9.6 8.0 9.8 8.5 10.0 10.0 11.0 11.0 10.0 High Growth Estimate* 4.2 10.9 8.5 11.5 9.0 11.0 10.0 11.2 11.2 10.5
7.7
5.5
5.3
7.8
9.4
8.2
8.0
9.0
8.0
9.5
* Low growth target - 9% target ; high growth target -9.5% Note: Classification of sub-sectors into industry & services is done according to planning commission of Indias method SOURCE: Faster, Sustainable and More Inclusive Growth An Approach to the Twelfth Five Year Plan 2012-2017; Planning Commission-2011, Government of India
The sections below describe the trends and issues across these key sectors:
The agricultural sector, comprising of activities such as crop farming, horticulture, animal husbandry and fisheries, provides livelihood to roughly half of Indias population, and is a high-impact sector in the context of inclusive growth. Its contribution to Indias GDP, however, has reduced from 29.3% in 1990-91 to 18% in 2011201210. In the most recent 11th plan period (2007-12), agriculture grew by only 3.2%, as compared to the target of 4%. Furthermore, within that period, the sector stagnated at 0.1% growth for two consecutive years between 2008 and 2010.
: asdasd
Industry
488 million
Agriculture
26%
52%
14%
Services 56% 34% Sectoral contribution to GDP (2011) Labour force by sector (2009)
Under-investment in critical infrastructure, inefficient land-use patterns and seasonal uncertainties are to be SOURCE: CIA Factbook blamed for the sectors poor performance. In the 12th 5-year plan (2012-2017), the government plans to achieve growth rates over 4% by focusing on non-farm activities, such as post-harvest operations, rural supply chain management, and warehousing, which can all contribute significantly towards the expansion of employment and income opportunities.
INDUSTRY
Though industry has grown faster than agriculture (a 7.4% growth rate11 during the recent plan period), growth has still been below expectations (10-11%). Within that period, the growth of the
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
sector, which includes mining and quarrying, manufacturing and energy, dropped from 12.2% in 2006-2007 to 3.9% in 2011-2012. Furthermore, its contribution to Indias GDP decreased from 28.7% to 26%12. In addition to contributing heavily to overall GDP growth, a growing industrial sector is essential for absorbing surplus labour from the agricultural sector. Growth in industry has been impeded by challenges in land acquisition and poor energy and water infrastructure. In more recent times (2011-12), the high interest rates imposed by the central bank to combat inflation have been blamed for the slow growth of industrial output, as measured by Indias Index of Industrial Production.
SERVICES
The services sector in India has grown sharply over the past decade and continues to do so. Services comprise of financial services, information technology and information technology-enabled services (IT and ITES), tourism and hospitality, health, education and construction. Combined contribution of all service-oriented industries to Indias GDP has grown from 54% in 2006-07 to 59% in 2011-12. The services sector is currently growing at a healthy 10% annually. This growth in the service sector has been led primarily by private enterprises, aided by Indias large pool of workers, both skilled and unskilled. The sectors activities have resulted in massive job creation, and it has become a catalyst of urbanization and urban migration. The construction industry alone provides direct/ indirect employment to 35 million people and is expected to employ 92 million people by 2022. Indias limited inclusiveness of growth is reflected in its significant economic inequality and poor performance on human development indicators. Despite emerging as one of the worlds largest economies, Indias per capita income still places it in the low-middle income bracket, as per World Banks definition of country lending groups. At $3,694 (PPP), Indias per-capita income places it at the 129th place in the world; just below Iraq13. In 2004-05, the average per capita income of Indias bottom quintile by income was $176 (INR 9,305) but $1,997 (INR 105,845) for the top quintile, an eleven-fold difference in income levels. As per the India Human Development Survey 2010, consumption-based inequality measured by the Gini coefficient stood at 0.38, which is considered to be moderately unequal by world standards and is slightly below most low-middle income developing countries, where the consumption-based Gini coefficient ranges from 0.40 to 0.50. At 0.52, Indias income-based Gini coefficient is much higher than that commonly observed in emerging economies, reflecting its significant levels of inequality14. On a per person basis, therefore, India may be considered a lower-middle income economy with huge disparities in levels of income. Indias progress with regard to human and social development has not been as robust as its economic growth. High GDP growth rates have not translated to a proportional reduction in poverty, improvement in health outcomes, access to education and skill development, and an overall improvement in quality of life. While India has the 3rd highest GDP (PPP) in the world, it was ranked 134th out of 187 countries on the UNDP Human Development Index in 2011. Though there is no commonly accepted measure of poverty in India, the Tendulkar Committee, the most recent official endeavour to estimate poverty, placed the percentage of people living below the poverty line at 29.8% of the population (355 million people) in 2009-2010, down from 37.2% in 2004-2005. The same committee placed the urban poverty line at $0.54 (INR 28.65) per day and the rural poverty line at $0.42 (INR 22.42) per day. However, the committees methodology has come under criticism for placing the poverty line too low, and is currently under review.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
States
In addition to income-based poverty, most Indian citizens lack access to basic services of a reasonable quality. There is less than 1 hospital bed per 1000 people in India while the world average is 3 beds per 1000 people. There are over 40 children per classroom in India while the world average is just under 2415. Taking access parameters into consideration, the Oxford Poverty and Human Development Initiativedevelopers of the Multi-Dimensional Poverty Index estimated that in 2011, 53.7% of the population was living below the poverty line. There are more poor (as per MPI) in eight Indian states than in the 26 poorest African countries combined. 421 million people in the Indian States of Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan, Uttar Pradesh, and West Bengal live in multi-dimensional poverty.
AS (3%)
RA (6%)
UP (16%) MP (6%)
BI (8)%
WB (8%) JH (3%) OR (8%) CH (2%) 0.001 0.100 0.101 0.200 0.201 0.300 0.301 0.400 0.401 0.500
NOTE: UP - Uttar Pradesh; RA Rajasthan; MP Madhya Pradesh; CH Chhattisgarh; OR Orissa; JH Jharkhand; BI Bihar; AS Assam; WB West Bengal SOURCE: Oxford Multidimensional Poverty Index 2011 ; India Census Data 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
35%
31%
27%
58%
62%
64%
65%
65%
62%
7% 2001
8% 2010
10% 2020
12% 2030
16% 2040
20% 2050
An increasing proportion of Indias labour force comprises casual labour, driven by the large shift in employment patterns from farm-based to non-farm based temporary or contractual jobs. In 2010-11, 36% of Indias population was either employed or available for employment. With 790 million people in the working age population, Indias labour force is roughly 430 million strong. 40 million people, 9.4% of the labour force, are unemployed. 7 The National Sample Survey Offices statistics released in 2011 indicate that there has been a shift in employment pattern across the country with the number of casual workers increasing by 21.9 million and the number of regular workers reducing by half from 2004-05 to 2009-10. Based on other macro-economic data it appears that there is a structural shift taking place with people from the rural sector taking up temporary and contract jobs in labour-intensive industries like construction, manufacturing and the rapidly growing services industry that can absorb low-skilled labour quickly.
Despite the shift, the agriculture & allied services industry continues to be the largest employer in the country employing 46% of total employment. Over 50% of all people employed in rural areas work in agriculture or allied industries. The other significant employment industries in rural areas are construction, manufacturing and wholesale and retail trade. Together with agriculture, these industries employ over 77% of the rural labour making them high-impact sectors with respect to employment. 3. Rapid urbanization has been fueled by a shar
Figure which lack municipal rural In urban areas, manufacturing, wholesale & retail and towns,8: Distribution of urban and facilities community services stand out as industries employing the population highest percentage of the labour force. Billions
1.4
In terms of size of the enterprises, 66% of the employed people work in enterprises that have less than 10 employees. A further 3% work in enterprises with between 10 and 19 employees and only 7%22 in firms with over 20 employees23. Rapid migration away from rural areas has led to widespread, unplanned urbanization; there is a large opportunity to tackle the resulting urban poverty. Urbanization in India is fuelled by migration of the rural
1.2
1.0 0.8 Urban Rural 26% 74% 72% 70% 28% 30%
35%
65%
1991
2001
2011
2021
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
population to existing urban areas and by growth of new urban areas. In 2001, 285 million people lived in designated urban areas. This increased to 380 million in 2011 and as per the Government of Indias projections; over 600 million people will live in urban areas by 2030. Between 2001 and 2011, India witnessed a 54% increase in the number of urban towns from 5,161 in 2001 to 7,935 in 2011. Most of this increase, 2,532 towns, is on account of growth of census towns, rather than statutory towns, which saw an addition of only 242 between 2011 and 201124. Statutory towns are towns that have statutory governing structures like municipalities or town corporations. Census town do not have urban governing structures and are largely rural or semiurban areas that turn urban on account of densification of their population. Census towns have poor civic urban infrastructure like roads, water, sanitation, etc.
towns
000s +54% 7.9 +10% 4.7 Statutory Town 3.0 5.2 4.0
fueled by a sharp increase in number of census ilities Figure 9: Increase in the number of urban With the share of urban population increasing at a rapid pace,
instances of urban poverty have also increased. As per the available data on urban poverty, roughly 80 million in urban India live below the national poverty line25. As urbanization increases across the country, more and more migrants settle in unauthorized tenements often categorized as slums given the lack of legally available affordable housing. Per the 2011 census, 93 million people currently live in slums, a figure that is expected to grow 105 million by 201726.
As per Planning Commission recommendations, the government will need to attract private investment in all 3.9 Census areas of urban infrastructure like drinking water supply, 1.7 1.4 Town sewage treatment, urban roads, urban transport, power, as well as large infrastructure projects. The committee on Indian 1991 2001 2011 Urban Infrastructure and Services, appointed by the Ministry SOURCE: Census of India, Dalberg research and analysis of Urban Development, estimates that $0.7 trillion (INR 39.2 trillion) will be required over the next 20 years to meet the requirements of the projected urban population. With increase in per capita income, consumption expenditure across the country has also increased. As per the National Sample Survey Offices (NSSO) 2011 report on household consumer expenditure in India, the Monthly Per Capita Consumption Expenditure (MPCE) (Mixed Reference Period) has 8 increased substantially in both rural and urban areas. The average MPCE was estimated to be $18 (INR 953) in rural India and $35 (INR 1,856) in urban India in 2009-10, up from $11 (INR 579) and $21 (INR 1,104) in 2004-05, an increase of 65% and 68% respectively. With rising incomes, the composition of consumption expenditure is also changing. As per the NSSO report27, in 1999-2000 food constituted 59.4% of total expenditure in rural areas and 48.1% in urban areas. In the decade since, expenditure on food as a percentage of total spending in rural areas had declined to 53.6% in rural areas and 40.7% in urban areas. This shift in spending on necessities like food and clothing to discretionary items that improve the overall quality of life like healthcare, education, personal products and entertainment, will continue to grow. The McKinsey Global Institute estimates that discretionary spending will rise from 52% of household expenditure in 2005 to 70% in 202528.
3.8
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3. Annual household consumer expenditure for select years from 1987ADB Inclusive Business Market Study for India and Sri Lanka 2010 Draft Report
Figure 10: Annual household consumer expenditure in India (1987-2010)
Percentage of total expenditure 21% 23% 25% Other discretionary goods and services Clothing, Bedding & footwear Fuel & light Food
29% 5% 10%
31%
8% 7%
6% 7%
8% 7%
6% 9%
64%
64%
60%
56%
54%
1987-88
1993-94
1999-00
2004-05
2009-10
SOURCE: Key Indicator of household consumer expenditure in India 2009 -2010, NSSO; October 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
692
509
84
18 12 10 7 5 2 ICT
45
Other
Food
Housing Education
NOTE: BOP taken as a sum of BOP500, BOP1000 and BOP1500 segments that spend less than USD 4 PPP per day (2005) SOURCE: World Resources Institute, Next 4 Billion Report
As per the World Resource Institutes The Next 4 Billion report, the BOP market in India was 10 estimated to be USD $1.2 trillion in 2005. Of this, the BOP500, BOP1000 and BOP1500 segments, collectively classified as those earning less than USD $4 PPP per day in 2005, presented a USD $692 billion (PPP) consumer market opportunity. On an average, these three segments spent approximately 73.5% of their household expenditure on food and 12.1% on energy, the two highest expenditure heads in terms of percentage of household expenditure.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
slow growth some sectors are expected to perform well, explaining the investment grade rating given by most credit rating agencies.
Figure 12: India's credit ratings by various rating agencies
Rating Agency Standard & Poor Fitch Moodys Dagong Rating BBBBBBBaa3 BBB Outlook Negative Negative Stable Stable Date 25-Apr-12 18-Jun-12 05-Aug-11 11-Jul-11
NOTE: (1) For S&P, Fitch & Dagong, a bond is considered investment grade if its credit ratings is BBB- or higher. Bond rated BB+ Sometimes also refereed to as junk bonds. (2) For Moodys a bond is considered investment grade if its credit rating is Baa3 or higher. Bonds rated Ba1 and below are considered to be speculative grade, sometimes also referred to as junk "bonds. SOURCE: Websites of Standard & Poor, Fitch, Moodys & Dagong
11
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Poor economic growth persisted in the country even after the end of the war in 2009 because of the global recession, which resulted in low exports. The resulting balance of payments crisis prompted the IMF to step in with a Stand-By-Arrangement (2009-12) to stabilize the situation. In June 2012, the IMF, at the conclusion of their staff mission to Sri Lanka, stated that Sri Lankas macroeconomic health had improved. The current account deficit had been curbed, credit growth had been moderated and reserves had been restored to stable levels.37 The Sri Lankan economy is expected to 4. Gross domestic product (GDP) based on purchasing-pow benefit from increased exports as the global economy recovers. The peaceful environment has also brought Figure 13: Gross domestic product of South and Southeast about other favourable changes that have the Asian countries potential to spur growth. Military expenditure $ billions (PPP) is expected to reduce, giving the government Vietnam 500 more flexibility in managing the budget.38 The Bangladesh lifting of unfavourable travel advisories and 400 insurance, issued due to risk of war, will 300 facilitate growth of tourism and trade.39 In the two years since the war ended, the government has spent large sums of money to resettle Internally Displaced People (IDP) and to de-mine prior conflict areas. The government is also focusing on providing sustainable livelihood opportunities to IDPs, which could result in the inclusion of IDPs in the labour force.
200 100 0 1992 1998 2004 2010 2016E Sri Lanka Myanmar Afghanistan
valuation of country
Data is not available for Afghanistan before 2002 and for Myanmar before 1998 SOURCE: International Monetary Fund, World Economic Outlook Database, September 2011
Additionally, multiple infrastructure projects in conflict affected provinces and across the country are likely to be completed by 2013. Between 2009 and 2011, $1.2 billion was spent on infrastructure projects in northern areas alone. Sri Lankas GDP is forecast to double to $189.4 billion (PPP), in the 8 years following the end of the war in 2009.40 The economy grew 8% in 2010 and 8.3% in 2011.41 As of 2011, GDP stood at $116.3 billion (PPP) which is small in absolute terms relative to the size of other countries in developing Asia such as Vietnam, Bangladesh and Pakistan (see figure below). However, it is one of the highest in the region on a per capita basis. GDP per capita reached $5,600 (PPP), after showing strong growth in
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
the post-war years, rising 8.4% in 2010 and 9.7% in 2011. This figure is expected to continue with an increase to $9,000 (PPP) in 2017. The short-term outlook for GDP growth is moderate, given the uncertainties of the global economy. Strong growth of 8% was expected at the start of this year, but the IMF has revised its forecast to 6.75% GDP growth for 2012. 42 The lower forecast is partly due to the impact of the recession and Euro Zone crisis on Sri Lankas trading partners, which will impact the countrys exports. The consequent widening of the trade deficit is expected to put further strain on Sri Lankas balance of payments situation. To avoid this, Sri Lanka might have to go in for a tighter fiscal and monetary policy, which may further slow down output and GDP growth. Sri Lankas services sector is the engine of the countrys growth; construction and hospitality industries have grown significantly in the recent past. The contribution of agriculture, industry and services to Sri Lankas GDP stood at 11%, 60% and 29% respectively in 201143. Agriculture has seen the slowest growth of all three sectors, with a compounded annual growth rate of around 3.5% over the past decade. Tea, rubber, coconut and paddy are the main crops of Sri Lanka. Along with fishing, they form the bulk (approximately 45%) of agricultural output. Fishing has 4.seen strong growth of 12.2% in 2010 and 15.5% in 2012. Output for other crops in 2011 was Sector-wise contribution to GDP growth rate Figure 14: Weighted contribution to GDP growth rate by adversely affected on account of heavy flooding. 44 Currently, about a third of the sectors population is dependent on agriculture and 8.3% 8.0% allied industries. 2% Industry (i.e., manufacturing, mining, etc.) has been the fastest growing sector since 2004, 32% with a compounded annual growth rate of 28% 3.5% 7.5%. The growth of the industrial sector has 11% been broad- based, with construction (14.2%), 34% 61% 60% 62% mining (18.5%) and textiles (10.8%) achieving 56% 56% double-digit growth in 2011.45 46 With reforms and liberalisation after the war, building 2007 2008 2009 2010 2011 capacity is the prime focus of the sector as a SOURCE: Central Bank of Sri Lanka Annual Report -2011 whole. Much of the multilateral grants and loans that Sri Lanka has received have gone towards building infrastructure that is expected to help industries.
6.0% 15% 30% 36% 6.8% 6% 10% Agriculture Industry Services
The services sector has had the largest contribution to growth in GDP over the past 5 years, making it the engine of the economy (see figure above). In 2011, Sri Lanka experienced strong double-digit growth in multiple service sectors including wholesale and retail trade (10.3%), transportation and communication (11.9%), and hotels and restaurants (26.4%).
3
The global recession has affected Sri Lankas economy deeply, indicated by low FDI inflows; recent increase in net inflows has raised hopes. Sri Lanka has been facing a balance of payments crisis which is the chief threat to its economic stability and ties in with other aspects of the economy such as the fiscal deficit and exchange rate depreciation. The crisis became unmanageable in 2009, when the IMF had to step in with a $2.6 billion Stand-By-Arrangement in order to stabilize the situation. The IMF attributed the crisis to the reliance on short term financing of high budget deficits from international markets which were badly hit due to the economic slowdown that year.
23
ADB have Business since the war ended Lanka 4. FDI inflows Inclusiveshot upMarket Study for India and Sriin 2009, but equity flows have Draft Report been contracting for the past 5 years Figure 15: Composition of FDI inflows
$ millions 1,200 Loans and advances Intra-company borrowing Foreign loans Reinvestment of retained earnings by existing companies Equity
800
400
In June 2012, a press release issued by an IMF mission stated that macroeconomic indicators such as the current account deficit, credit growth and level of reserves had shown improvements. The areas that were still under pressure were identified to be government revenue collections and interest expenditures.
Net foreign direct investments have been increasing steadily since the 2007 2008 2009 2010 2011 end of the war in 2009 but total SOURCE: Central Bank of Sri Lanka Annual Report s-2006 to 2011 inflows have been erratic. For instance, total inflows declined in 2009 and 2010 but recovered in 2011 to reach $1.06 billion.47 The poor performance in 2009 and 2010 must be referenced against global FDI flows, which declined sharply in 2008 and 2009.48 Reflective of the recovery in global FDI flows, inflows into Sri Lanka in the first quarter of 2012 exceeded inflows in 2011 in the same period.49
0
In last 2 years the sectors that attracted the most FDI were infrastructure and tourism. Infrastructure 4 projects were the main recipients of FDI in 2010, attracting nearly 60% of total inflows. 50 Tourism accounted for 20% of total inflows in 2011. Although total inflows seem to have recovered from a downturn in 2009 and 2010, the equity component of inflows has decreased significantly from around 30% of total inflows in 2007 to single digit levels between 2009 and 2011. However, based on strong prospects for economic growth in the future, Sri Lanka will likely attract increasing amounts of foreign investment. Sri Lanka has performed strongly on human development indices for its income levels; standards in education and water and sanitation are high, while malnutrition is a major concern. The country has made progress in poverty reduction, while education and sanitation parameters are also above world averages. Nutrition remains an area of concern, especially given the high food expenditure ratio. Sri Lanka has also nearly completed the process of resettling people displaced due to the war.51 Sri Lanka boasts of an unusually high Human Development Index of 0.691. 52 For instance, Turkey has a similar HDI (.699) despite having more than double the GNI per capita (PPP) of Sri Lanka. Sri Lankas Inequality-Adjusted HDI was .57- a discount of 16.2%.The reduced value incorporates the effects of inequality on various sub-dimensions such as education and health. Sri Lankas Multi dimensional Poverty Index score is 0.021, which is not only much lower than most countries in South Asia, but also lower than countries like Turkey, China and Philippines.53 The proportion of poor to total population by the MPI methodology is 5.3%, which is significantly lower than the proportion of poor estimated by other poverty measures such as the National Poverty Line (22.7%) and the World Banks $1.25 Poverty Line (14%).54
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Malnutrition figures however, have not progressed at the same pace, and are a cause of concern. At 21.6% the prevalence of malnutrition, measured as weight for age for children under the age of 5, is roughly the same as the average for developing Sub Saharan Africa56 and much larger compared to Turkeys 3.5%.
EDUCATION
Educational standards in Sri Lanka are also relatively good. The student teacher ratio of 19 compares favourably with a world average of 23.57 More than 95% of the teachers are either trained or graduates themselves. There is gender parity in the number of children in schools. World Bank data shows that in 2006, 99% of all children who join school reach the final primary grade, indicating a low drop-out rate in primary education.
41%
36%
32%
30%
26%
24%
22%
49% 9%
54%
54%
52%
51%
49%
46%
The percentage of people aged 60 years and above is forecast to nearly double from 9.3% in 2000 to 18% in 2025.61 The parent support ratio, has also increased from 2.1 in 2000 to 4.1 in 2025. The decrease in the labour participation rate, from 50.3% in 2000 to 48.1% in 2010, will also add to the strain if the downward trend continues.
To ease the pressures created by an increasing dependency ratio, Sri Lanka 1990 2000 2010 2020 2030 2040 2050 has already begun taking measures like increasing the retirement age of public SOURCE: UN Department of Economic & Social Affairs, World Population prospects, 2010 Revision sector workers. 62 These demographics shifts may be a burden for the government which currently provides free healthcare in its facilities. 63 This may also be viewed an opportunity for private healthcare services.
11% 14% 18% 23% 27%
32%
Although overall unemployment is decreasing, there is a large need for skilled jobs among the educated youth.
5
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Sri Lankas overall unemployment rate has reduced significantly from 8.1% in 2003 to 4.9% in 2010.64 However, when unemployment rates across age-brackets are examined, they reveal that the unemployment rate of youth aged between 15 24 years is very high compared to older age-groups. 1 in every 5 youths is unemployed compared to 1 in every 20 for the entire population. The youth unemployment rate for Sri Lanka is considerably higher than other developing countries in South Asia. The youth unemployment figures for Pakistan and Bangladesh have been below 10%, while the overall unemployment rates were similar to that of Sri Lanka. 65 In terms of unemployment rate across different educational levels, rates are shown to be higher for people with higher educational levels suggesting either a skill mismatch or insufficient employment opportunities for educated people. These are challenges that Sri Lanka will have to address in order to extract the most from the remainder of the demographic dividend.
Figure 17: Unemployment in Srirates by education level level group 4. Unemployment Lanka by education and age
Unemployment rates by education level 18% 16 Unemployment rates by age group 50%
14
12 10 8 6 4 G.C.E (O/L) G.C.E (A/L)+
40
20
Grade 5-9
Below Gr.5 2002 2004 2006 2008 2010
10
2
0 2000 0 2000
Note: (1) Data prior to 2004 for below Gr. 5 is N/A; approximated to that of 2004 (2) G.C.E (O/L): General Certificate of Education Ordinary level (3) G.C.E (A/L): General Certificate of Education Advanced Level SOURCE: Sri Lanka Labor Force Surveys 2000 to 2010
Note: Age groups 15-19 & 20-24 are clubbed into age group 15-24 in the reports of 2008,09 & 10 SOURCE: Sri Lanka Labor Force Surveys 2000 to 2010
Sri Lanka is attracting an increasing number of tourists post war; the tourism industry will 6be an attractive opportunity for investment. The end of the civil war has resulted in the increased attractiveness of Sri Lanka as a tourist destination. The number of tourist arrivals grew from 0.45 million in 2009 to 0.85 million in 2011 and the number of tourist nights increased from 4 million to 8.5 million in the same period.66 In that period, the receipts per tourist per day also increased from $82 to $98. Growth has continued into 2012, as earnings from tourism in the first quarter, grew 25.7% over the same period last year, amounting to LKR 38.7 billion ($340 million).67 Further, luxury hotel chains like Shangri-La, Hyatt and Sheraton are expected to enter the Sri Lankan market in the next few years. Hotels and restaurants gained an edge over telecommunications, as a major recipient of FDI in 2011. This was, however, mostly influenced by the construction of 2 luxury hotels accounting for $130 million in-flows. To capitalize on the increased number of arrivals, 11 new airlines registered to fly into Sri Lanka in 2010 and 2011. The national carrier also expanded operations to tap the traffic from emerging economies.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
The government also launched the National Tourism Strategy in 2011 to make Sri Lanka a sought after tourist destination. As part of this program, the government created the Sri Lanka Tourism Development Authority (SLTDA), to facilitate investments in tourism. The SLTDA received more than 210 investment applications in 2011. The government is keen on increasing the nations capacity to cater to 2.5 million tourists by 2016, and has reduced the taxes on items required by the industry to expand, refurbish or upgrade their services.68
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
4.
38%
Food
13
5% 10%
11% 11% Non-food 10
25%
Housing
SOURCE: Dalberg Estimates using Household Income Expenditure Survey 2009-10, Department of Census and Statistics
Expenditure data reveals that richer deciles spent a larger percentage of their incomes on transport, 27 communication and education. Notably, the spending on education varied from 1.8% for the poorest deciles non food expenditure to 5.9% for that of the richest decile.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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53
> 100 10-100 1-Oct 19% 9% 28%
Including LIS
54%
74%
Geographical presence1
1.
Engagement model2
Turnover ($ millions)
Legal entity
LIS: inclusive businesses (IBs) with operations exclusively in Indias 7 lowest income states (Bihar, Uttar Pradesh, Madhya Pradesh, Chhattisgarh, Assam, West Bengal, Rajasthan, Odhisha, North Eastern States). ; Including LIS: IBs with some operations in Indias lowest income states; Non-LIS: IBs with no operations in Indias lowest income states. 2. Companies which mentioned multiple modes of engagement were reclassified into their primary mode of engagement SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
29
In total, more than 70 responses were collected from the online survey, which represented wide geographic distribution across India. 70% of respondents were businesses with inclusive operations in one or more of Indias lowest income states, of which one third have inclusive operations exclusively in these states.75 The wide geographic distribution was present within sectors as well. Within 8 of the 11 sectors represented, more than 50% of the respondents have operations in lowincome states. Only one third of the respondents had no operations in low income states. Regarding their primary mode of engaging the BOP, 63% of respondents employed a consumer model, while 24% primarily engaged the BOP as suppliers, 10% as employees and 3% as distributors. As explained in more detail below, this distribution is only reflective of companies primary mode of engaging the BOP; several respondents utilized more than one way.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
In terms of annual turnover, 43% of survey respondents currently have a turnover of less than $1 million, and approximately one third have a turnover of between $1-10 million. An additional one third are quite well established, with turnovers of more than $10 million, while approximately one fifth are very big corporations, with over $100 million in annual turnover. A majority of survey respondents were domestic private sector entities; almost one fifth were foreign private companies. Few companies were publicly owned or were public-private partnerships.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Within sectors, inclusive businesses engage the BoP through various models
Figure 20: Primary BOP engagement mode of survey respondents Engagement model by sector N = 120
Agri-business Energy Healthcare Telecom,BPO and IT Retail
23% 38%
33% 19% 69% 46% 15% 25% 50% 60% 50% 75%
17% 25%
30 16 13 13 12 12 10 6 4 3 1
15%
25%
25% 17%
10% 10%
17%
33% 25%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
30
Furthermore, individual inclusive businesses often simultaneously engage the BOP in more than one way. As depicted in Figure 3 below, businesses that sell critical goods and services to BOP populations often also employ individuals from similar backgrounds. Using local distributors, for example, is a very effective method of reaching last mile customers.
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ADB Inclusive Business Market Study for India and Sri Lanka the most Draft Report common secondary mode of engagement Figure 21: Additional BOP modes engagement within each primary Presence of additional modes of of engagement modes of engagement N = 67
42 7% 14% 16 7 14% 50% 29% 2 Consumer Supplier Distributor Employee No additonal modes
40% of IBs are engaging the BoP in more than one way; the Employee model is
13%
13%
75% 50%
86% 50%
Consumer
Supplier
Employee
Distributor
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Inclusive businesses often begin serving the BOP in one way, and eventually form additional engagement approaches to meet their other needs. Engaging in complementary inclusive initiatives 31 not only brings additional benefits to the target population, but is often also advantageous to the business. Star Agri, an agricultural production and supply chain company, buys agricultural produce from farmers while also providing them with storage facilities (for a fee) and advice on producing high quality crops.
Below, we outline our views on each of the four observed modes of engaging invested in awareness generat 44% of consumer oriented models the BOP as consumers, distributors, suppliers, or employees. of distributor oriented companies appointed franchisees at the lo
CONSUMER MODEL
For the purposes of this study, consumer-based inclusive businesses are defined as those providing a critical good or service to BOP populations. The key feature of companies adopting this model is ensuring affordability for BOP consumers. Waterhealth International, for example, sells purified drinking water in rural India and East Africa for a very low price to encourage the consumption of purified drinking water and thereby reduce the incidence of water-borne disease. Apollo Hospitals, one of Indias largest healthcare companies, is building its Reach hospitals in Tier II and Tier III cities, to bring tertiary healthcare services to underserved communities.
E N
22%
22% 18% 13% 13%
A common challenge facing consumer-oriented inclusive businesses is not whether the NOTE: Some companies used strategies which were listed under different engagement models product/service is affordable in the absolute SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka sense, but the limited cash flow of BOP customers. To address this, businesses consider various financing options, such as monthly
33
Other
13%
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
installment plans, or the possibility of partnering with a microfinance institution (MFI). Edubridge, for example, a skills training organisation for rural youth in India, allows its students to pay class fees in installments. One of the ways in which consumer-oriented inclusive businesses are maximising their reach is through the use of the hub and spoke model. G.V. Meditech, for example, a hospital chain based in Varanasi, India, serves its rural patients through spoke micro-clinics. Patients needing more advanced treatment are referred to its larger, multi-specialty hub, located in the city. As opposed to a larger facility, multiple micro-clinics located in rural areas bring crucial healthcare services closer to rural populations, and their no-frills model reduces operational costs.
DISTRIBUTOR MODEL
Partly due to the high costs associated with using existing distribution channels, some inclusive businesses engage the BOP to reach underserved populations. For example, Greenlight Planet, a company that sells affordable solar-powered lighting products to the BOP, has created an innovative, 1,000-member strong distribution network. Village-level entrepreneurs, called Sun King Saathis, are recruited and trained to sell its solar lighting products in rural villages. These distributors are also responsible for educating consumers on the benefits of using solar lights. Greenlight Planet has found that successful distributors are not involved in any other entrepreneurial activities, which ensures that they are motivated by the sales commission to maximize sales. Further, they should be local, trusted individuals with rd 44% of consumer oriented models invested in awareness generation, while almost 1/3credibility within the local community. of distributor oriented companies appointed franchisees at the local level
Figure 23: Distributor model strategies Engagement strategies of distributor models N = 18
44%
Appoint franchisees at the village level
28%
%
Identify & train micro-entrepreneurs 24%
21%
13%
Similarly, Global Easy Water Products (GEWP) engages farmers to distribute its affordable drip irrigation products to small-scale farmers. Whereas GEWPs distributors are not exclusively from BOP backgrounds, they are still local farmers, and therefore very effective. Given the sensitive nature of convincing a farmer to adopt a new technology which could potentially affect his livelihood, GEWP finds that local farmers are the most compelling salesmen. The company therefore invests heavily in training these front-line salesmen with basic marketing skills. Given the logistical challenges involved in reaching rural areas with critical goods and services, distribution is an area with significant potential for partnerships. ITC Ltd, for example, an Indian multi-business conglomerate, shares its distribution platform with other companies for a fee. This reduces the costs of distribution 37 for every stakeholder.
12%
Other
10%
NOTE: Some companies used strategies which were listed under different engagement models SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
SUPPLIER MODEL
Several inclusive businesses, especially those in the agriculture sector, engage BOP populations as suppliers of key inputs.
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ADB Inclusive Business Market Study for India and Sri Lanka The key strategy of Draft Report
IBs that engage the BoP either as employees or suppliers is to invest in training and skill development
CIC Agri, one of Sri Lankas largest seed to Figure 24: Supplier model supplier models Engagement strategies of strategies shelf agriculture companies, engages over N = 22 20,000 farmers as suppliers of agricultural Invest in training/ produce. Contributing to 6% of Sri Lankas education overall agricultural produce, CIC Agris impact on farmer livelihoods is very significant. It Invest in supply chain provides its vast network of farmers with its infrastructure own seeds and other inputs (such as fertilizer), Engage through and later buys the produce back from these intermediaries farmers at fair prices. To further support its farmers, CIC Agri has also set up a loan scheme Organize suppliers into for them, and provides several forms of cooperatives/associations consultancy services to educate its farmers on farm and soil content management, and Provide financing/credit effective farming and storage techniques.
29%
26%
24%
19%
19%
Other 16% Supplier models are also commonly found in the handicrafts and retail industries. Industree Crafts, a lifestyle retail chain and supplier of NOTE: Some companies used strategies which were listed under different engagement models home dcor products in India, engages 360 SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka suppliers (mostly women) through a network of 18 Self-Help Groups (SHGs). Recognising that networks of rural women are an ideal supplier base for Industree, it proactively organized women into SHGs, and assisted in them in securing loans for working capital against credit notes provided by the company. Furthermore, it provided support with sourcing materials (in this case, natural fibre for weaving) and with training on creating high-quality The keyproducts. of IBs that engage the BoP either as emp finished strategy
EMPLOYEE MODEL
Employing large numbers of BOP individuals is Figure 25: Employee model strategies Engagement strategies of employee models another way through which inclusive N = 31 businesses are directly increasing BOP incomes. MAS Intimates, a Sri Lankan lingerie manufacturing company, employs over 50,000 employees to produce apparel for global brands such as Victorias Secret, Calvin Klein, Ann Taylor, Speedo and Nike. 80% of these employees are women. Though MAS Intimates costs of production are not as low as that of other developing countries that specialize in apparel production, such as China, the company was insistent from inception on providing its workers with fair wages and creating a working atmosphere that significantly surpassed safety and environmental standards. As a result of its strong social values, it is one of Victoria Secrets preferred suppliers, and has won widespread recognition for its model.
Invest in in-house training and skill-upgradation Simplify & standardize work processes Provide benefits above minimum required by regulations Partner with local schools and institutes Partner with NGOs that provide training 16% 40% 54%
Engagement N = 22
Inve
Invest in in
En in
13%
10%
Organize s cooperatives
9%
Provide fin
4%
NOTE: Some companies used strategies which were listed under different engagement models SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
MAS Intimates has built manufacturing plants in semi-rural areas, bringing crucial jobs to thousands of Sri Lankan youth. In addition to the technical skills required for their jobs, MAS employees are trained in general life skills and are encouraged to think about career advancement.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Companies adopt inclusive business models to serve profitable gaps in the market sustainably. Whether companies decide from inception to adopt an inclusive model, or alter their operations to be more inclusive, they experience several benefits of engaging the BOP. Whereas the top reasons cited by our survey respondents of engaging the BOP included lower labour costs, improved relations with the government, and lower transaction costs, the key reasons cited by our interviewees were more nuanced. While some inclusive businesses may have been conceived for Whereas the the benefits to companies of adopting an one reason in particular, others were started due to a combination of top following reasons:
Access to
23
15
45
18
Low labour costs Improved relationship with the government Increase in profits
17
23
25
35
Improved
27
16
33
24
Reduced
15
30
36
19 Improved
37
26
21
16
30
45
19
As hotel guests often want to experience local Access to new customers 42 37 13 8 ingredients and materials, Aitken Spences hotels depend on locals to lead recreational To contribute 75 16 5 excursions and tours.76 For this reason, the hotel to social change maintains a strong, and mutually beneficial and 4 respectful relationship with the local SOURCE: Results from Dalberg-administered survey of inclusive businesses in India communities surrounding its resport. To further ensure this, Aitken Spence hires local high school graduates, guaranteeing them a job close to home. Furthermore, Aitken Spence chooses to engage local BOP farmers as key suppliers of raw agricultural produce, even though it may be easier to source its food from one large supplier. In order to meet the hotels quality standards, therefore, it trains local farmers and provides them with the necessary equipment, such as crates. Another example, CIC Agri depends on tens of thousands of small holder farmers to supply the company with agricultural produce. In order to guarantee them the best price possible, it trains its farmers on how to maximise the quality of their produce. The company offers complementary extension services (technical assistance trainings), not only because its mission is to improve rural livelihoods, but also because it needs to gain the trust of its farmers to ensure a sustained working partnership. As farmers observe their own productivity and profitability increasing due to support from CIC Agri, they are less likely to see the company as exploitative, and therefore likely to remain loyal suppliers. Though several companies employ large numbers of low-income individuals out of need rather than a social initiative (such as those in mining, agriculture, textiles, etc), they are not inherently inclusive businesses. Those that are inclusive, such as those featured in this study, have gone above and beyond simply employing the BOP. They are either heavily investing in skills training, offering a higher-than-minimum salary, or providing them with significant benefits.
Stab
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
financial, the BoP experience businesses Figure 27: Benefits to the BOP of inclusiveincreased
% respondents, N = 68 1 Not important 2 3 4 Very important
access depicted ingoods and services several key As to critical Figure 27, there are
benefits to BOP populations of companies adopting inclusive models, the most important of which is increased access to basic services.
40
20
27
13
Access to credit
37
29
20
15
Improved health/hygiene
43
29
20 8
Reduced discrimination
40
36
16 9
Improved education/skills
33
51
12 4
67
18 9 5
72
21
2
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India
SKILLS DEVELOPMENT
By engaging them as employees, distributors or suppliers, inclusive businesses are developing the skills of BOP populations. In addition to a steady source of income that is often the result of this engagement model, these skills empower the BOP and fundamentally alter their economic trajectory. MAS Holdings, an apparel manufacturing company based in Colombo, and one of Victoria Secrets preferred manufacturers, employs thousands of youth from BOP backgrounds. Though their wages are not significantly higher than other employment opportunities available to educated youth in Sri Lanka (due to a shortage of labour), the professional and life skills taught to MAS team
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
members such as critical thinking and problem solving skills are significant non-financial benefits experienced by the employees. 77
INCREASED INCOMES
Inclusive businesses that engage the BOP as suppliers, distributors and employees directly increase the incomes of these individuals. In most cases, these individuals are earning a higher income than they otherwise would without the presence of the inclusive business.
The agriculture companies included in our survey, such as Star Agri, CIC Agri and Nestle, all guarantee the highest possible price to the farmers that supply them with agricultural produce. Star Measuring plague the Indian Agri is able to do this by removing the multiple middle men whosocial impact agricultural sector, impeding farmers from getting higher prices for their crop. CIC Agri and Nestle both train Indirect their farmers on how to improve the quality of their crop, to ensure that their produce is bought at a Direct Number treated Increase in salary fair price. As a result, famers are earning higher incomes, benefitting from trainings that -are very of patients trained Number of persons Increase in cultivated land Number of users, drink water use relevant to their livelihood generation, and are protected from exploitative middlemen. Increase in productivity/yields
Access to energy Number of farmers engaged No. of cities reached, number of Milk collection per farmer a result of purchasing its Inclusive businesses may also indirectly contribute increased incomes. As No of camps conducted Awareness about commodity prices Number solar lanterns, for example, Greenlight Planets customers are able to continue working during the of jobs created Consumption patterns Reduction in kerosene usage, exp Amount saved by water consumers on events and nights, allowing them to be productive for longer hours each day. Aspirational goods purchased health Co2 reduction 75% of inclusive businesses in India are either Figure 28: Level of social impact measurement - Rise in students trained
directly or indirectly measuring their social impact. Almost half of the IBs in our survey measure their social impact indirectly. This is mostly done by measuring output indicators, such as number of individuals trained, treated, employed, or with improved access to a critical good or service. IBs that are improving livelihoods tend to measure changes in income, number of jobs created, or changes in the expenditure of aspirational goods.
Indirectly measure
45%
Do not measure
25%
Direct measures of social impact, would include metrics such as an increase in awareness about commodity prices and differences in expenditure on healthcare services (to treat water-borne disease). Inclusive businesses choose geographies similar to other businesses presence of a strong market and local availability of human and material resources. Across sectors, inclusive businesses have operations throughout India. This holds true for the Sri Lankan respondents as well. The majority of inclusive businesses have operations in at least one of Indias lowest income states. For some sectors, such as textiles and handicrafts, it is more advantageous for production to take place in the lower-income states, given the large availability of labour. A few companies, however, lament the fact that logistical challenges and poor infrastructure make it very difficult to operate in these states. Some consumer-oriented IBs are fearful of the populations poor credit record and subsequent reluctance of financial institutions to serve this region. This would hamper on their ability to partner with a financial institution to facilitate sales. Furthermore, some companies view local experience as a key criterion for operating in this region.
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ADB Inclusive Business Market Study for India and Sri Lanka Respondents covered a variety of sectors, Draft Report
pan-India presence
N=68
Including LIS 62% 70% 44% 57% 57% 33% 14% 7 29% 57% 20% 5 7 7 20% 9
Telecom,BPO and IT 10% Healthcare Education Energy Water and sanitation Retail 22% 29% 14% 43% 80%
67%
33% 3 67% 3
BFSI 33%
1
37
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
STRONG MARKET
When choosing where to operate, consumer-oriented inclusive businesses first determine whether or not there is a market for its good/service in a prospective region. Attractive geographies would be ones in which there is a lack of access to this good/service. Some consumer-oriented companies also need to ensure that the BOP population has a minimum level of purchasing power. Other IBs focus more on where the need for their service is the strongest, and which areas have the largest BOP populations. One way that geographic expansion is achieved at a low-cost is franchising. AISECT, for example, has expanded to 27 states and 3 union territories because of its franchise network. In addition to being a low-cost model (the company does not have to bear the cost of building new facilities), local entrepreneurs who start each new AISECT centre have crucial local knowledge to leverage.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
population of farmers, the presence of potential substitutes to Star Agris services, and the relative ease of doing business in particular states.
63 69 19 41 38 41 31 32 29 31 6 10 13
LIS presence No LIS presence
49
50
Cultural barriers
No challenges experienced/perceived
22
Scarcity of talent and company innovation are critical to the growth of IBs, though specific success factors vary across sectors SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Of note is the observationWhich of the following have a potential that 50% of our respondents that do not have operations inthelow incomeIB ? to hamper growth of your states % of companies which markedstates to be perceive the security concerns in low income the factor, N=60 a significant challenge, whereas only about a third of IBs working in this area agree with this view.
Scarcity of quality talent 72%
Which of the following have a potential to 43 Figure 31: Criticalthe growth of your IB? enable growth factors
Another interesting observation is companies without Finance income states operations in lowfor capital investments do not perceive60% lack the of talent to be as acute a challenge as it apparently is, Regulatory complexity 57% according to those that have experienced this. Furthermore, IBs unfamiliarcapital low income states do Access to working with 48% not think cultural barriers would be an issue, whereas Poor infrastructure 45% one fifth of IBs in low income states believe this to be an issue. Consumer reluctance
to change behaviour High cost of non-labour inputs High labour costs 38% 28% 25%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
48
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Technology and cost management will remain the critical success factors for inclusive businesses.
TECHNOLOGY HAS THE POTENTIAL TO SIGNIFICANTLY INCREASE THE IMPACT OF INCLUSIVE BUSINESSES
The majority of inclusive businesses, not unlike any business, would benefit greatly with access to technological products. Across all sectors, technology was identified as a key factor to the success of IBs. Greenlight Planet, for example, is currently piloting the use of mobile technology to track the sales of its 1,000 distributors. This would result in real-time data that would allow optimal inventory management and sales trends. They are also experimenting with remote product monitoring technology that will help them develop new, affordable leasing models. Technology is also seen as the key to keeping a large network of decentralized stakeholders engaged. AISECT, which has set up thousands of centers throughout India that offer educational and skills training services to rural youth, sees technology as the way to improve processes and its management information systems. Star Agri, an agricultural production company, would use technology to keep its network of thousands of farmers quickly and effectively informed of the services available to them, which many farmers are not even aware of. Companies like Shree Kamdhenu Electronics are allowing dairy farmer collectives to gain from the growing demand for dairy products by supplying them with technology with which to improve the quality of their milk. Electronic measurement and quality testing products allow these collectives to assess for themselves the quality of their milk, making the milk collection process transparent and efficient. The role of technology will be particularly important for businesses in the agricultural sector. As agricultural companies strive to capture more value, they will focus on producing more value-added products, such as and company innovation are critical to the growth this will Scarcity of talentcheese and yoghurt. Unlike traditional farming practices, of IBs, require more machinery. In the Sri Lankan market, this development though specific success factors vary across sectors will happen with a growth in its GDP per Which of the following have potential capita, which is expected to increase from its current level of $2,800 to $4,000 aby 2016. Demand for to dairy and processed food products will increase as incomes and tourism rises.
Which of the following have a potential Figure 32: Key riskto hamper the growth of your IB ? factors enable the growth of your IB?
% of companies which marked the factor, N=59 Furthermore, whereas more than half of
48%
45% 38% 28% 25%
Indias BOP population is rural and subsistent on agriculture, Sri Company innovation 71% Lankas labour market is tight, and as incomes rise, labourAccessexpected to move out51% agriculture. As is to technology of machinery will be needed to replace farmers, Rise in domestic technology consumption a greater 51% in the future will play role growth of agricultural companies. The use of Government incentives 32% technology would not only increase productivity, a key priority for Sri Lankas agriculture sector, but it would Increasing export 27% opportunities contribute to improved farmer livelihoods. CIC Agri, a Lower cost company, believes its farmers big agribusiness of 22% physical inputs incomes could be doubled with technology.
COST MANAGEMENT
19%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
M&A opportunities 14% Another key success factor for inclusive businesses is the ability to keep costs as low as possible. Apollos Reach Hospitals, for example, need to keep operating costs at a minimum to ensure its services stay affordable for its target rural patients. It 48 not only is
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
consumer-oriented IBs that feel the pressure to maintain costs, however. Desicrew, which builds rural BPOs in India, has targets for its centres to have standardized costs, so that the company can remain competitive. Lack of access to affordable working capital, complexity in the regulatory environment, and shortage in qualified manpower are key challenges to the growth of inclusive businesses.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
government policy. Lack of adequate support from government on problems that need to be solved at an industry-wide or nation-wide level is an issue for companies in both India and Sri Lanka. Agricultural companies across Sri Lanka, for instance, are facing the challenge of low productivity. Nestle Lanka, for example, suffers from low productivity of its dairy farmers. Sri Lankas production per cow is 3 litres, compared to Indias 9-10 litres, Pakistans 20 litres and New Zealands 30 litres.78 The government has increased the purchase price of milk, which has increased the supply of milk, but the productivity has not changed. This productivity issue is not one that can be solely solved with financing; ideally the Sri Lankan government would be involved in attempts to systematically increase the countrys milk production capacity as it would require working with technical experts from other countries and making use of artificial insemination on a national scale. Tourism is another sector whose growth is currently stifled due to a lack of government support, as is the case in Sri Lanka, where tourism is likely to grow exponentially and contribute significantly to GDP growth over the next several years. There is currently a gap, however, between the countrys current capacity and what is needed to accommodate the 1.5 million tourists per year expected by 2016. Though extensive infrastructure development is required, the private sector is reluctant to make the necessary investments without active government support to promote tourism (especially to promote Sri Lanka as a high-end destination). In India, GEWP experiences negative impacts on its businesses when local politicians promise the distribution of free drip irrigation systems for farmers during election season. Government subsidies are furthermore allowing inefficient competitors to stay in business. Removing these subsidies would force manufacturers of drip irrigation products to stay innovative. When companies supply these products to the government (as opposed to GEWPs model of selling directly to farmers), they are not forced to optimize the effectiveness of their products. Waterhealth International also disagrees with government subsidies on water, stating that the distorted price of water does not incentivize people to understand the true scarcity, and therefore value, of purified water. On the other hand, several inclusive businesses have benefitted significantly from support from the government. Vortex, for example, has received government support to set up ATMs in rural areas. AISECT and Edubridge, two education and skills training organizations, have received a credit line from the National Skills Development Corporation at a concessionary rate, which proved critical to their scale. In the case of AISECT, these funds are financing expansion into new states, the cost of manpower, as well as content development and process improvement throughout the company. Government policy can therefore either support or restrict the growth of inclusive businesses. By partnering with businesses, governments can provide crucial support to inclusive initiatives, if not financially then by supporting their image/credibility.
LACK OF TALENT
A common issue for IBs in India and Sri Lanka is the shortage of technical and managerial talent. Apollo, a leading hospital chain in India, is experiencing a problem faced by the healthcare sector as a whole in India; the lack of skilled manpower. This is a bottleneck faced by other sectors too; Star Agri, an agricultural production company, finds it hard to find talented business managers.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Funding to 5.3 FUNDING NEEDS OF INCLUSIVE BUSINESSES date of IBs equity and debt
SOURCES OF FUNDING TO DATE
To date, the inclusive business initiatives in our study had been funded from a variety of sources. Businesses that were recently incorporated to serve the BOP specifically have mostly been funded with a combination of equity and debt from early stage impactoriented investors and/or angel funders. Some companies received financial support from social incubators or from government bodies, such as the National Skills Development Corporation.79 Equity The majority of equity funds have been raised by venture capital funds, including impact investors and other funds with a social focus. Specific funds that have invested in our survey Sources of equity funding: respondents include Aavishkar, Aavishkar IndoUS SIDBI, Venture Partners, and BOMA LLC. BOMA LLC One third of the equity acquaintances.
Figure 34: Debt received to date
100% = number of respondents 21 17
SIDBI VC IndoUS funding Venture these Partners
Sources of equity fundin Aavishkar BOMA LLC SIDBI VC IndoUS Venture Partners
Equity VC
42%
< $1 mm
41%
33%
*Other =
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sources of debt Sri Lanka funding:
1 National Bank
IB
Axis Bank NABARD1 Hub Ventures initiatives was IDBI Bank NSDC Union Bank of India Debt SBI Intellecash
The majority of debt raised by IBs has been from commercial banks, such as Axis Bank, Hub Ventures, IDBI Bank and Intellecash. Almost 15% was also raised by government financial institutions, such as the National Bank for Agriculture and Rural Development (NABARD), the National Skills Development Corporation, the State Bank of India and Union Bank of India. Credit Guarantee Though only a very small minority of businesses in our study had received a credit guarantee, they came from a combination of commercial banks, such as Rabobank and BOMA LLC,49 and private sector companies, such as Fab India.
67%
< $1 million
65%
Sources of debt
*Other =
and
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
1 National Bank
FINANCING REQUIREMENTS
As depicted in the figures below, inclusive businesses across all sectors represented in our survey require an investment amount that matches ADBs proposed deal size, but especially those in the Telecom, Education and Energy sectors.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
60%
$1-5 mm $5-10 mm
>$10 mm 33%
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
1 National Bank
Sources of equity funding: Aavishkar BOMA LLC SIDBI VC IndoUS Venture Partners
51
Our proposed deal size meets the requirements of companies across multiple Technology, Education and Energy
29%
Education
Energy Retail Agri-business Water and sanitation Healthcare Telecom and IT Textiles, garments and handicrafts BFSI Real estate / construction 36% 29%
67%
43% 60% 18%
17%
50%
50%
50%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
45
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
31
33%
28%
25%
24%
22% 6%
38%
45%
34%
31%
LIS only
Non LIS
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Though the required investment amount does not seem to vary significantly according to BOP engagement model, several inclusive businesses mentioned the need for longer investment timelines than traditional commercial investments. Tourism, for example, is a sector for46 which large investment sizes are required, and returns on investment take time to generate. For example, Aitken Spence, the owner of a hotel chain in Sri Lanka, estimated an approximate cost of $40 million to build a 500-room hotel, and a rangeuse grant fundingreturns could be made by investors. Inclusive businesses would of 8-10 years before to increase training, R&D
Figure 38: Ideal grant-funded investments
% respondents who identified reason as significant1, N = 68 Training R&D IT systems and processes Hiring people Market research Plant and machinery Other HR systems and processes Finance and accounting systems New office space
1 Respondents
Technical Assistance financing would be an ideal source of funds to address various inclusive business needs.
59% 51%
EMPLOYEE TRAINING
Were inclusive businesses from our survey to be eligible for grant funding, or to qualify for potential technical assistance, across all sectors, the top need for inclusive businesses would be the training for their employees, suppliers and distributors. Nestle Lanka, for example, would use TA support to train its 15,000 dairy farmers that provide it with milk, to improve their productivity. Nestle cannot incur this cost from its own reserves, as it would be too high and distract from the business core activities.
Another agricultural company, Star Agri, 47 has pointed to the herculean task of educating its wide network of farmers in concepts that are crucial to their livelihoods, such as the importance of following weather reports, forecasted crop prices, managing and storing harvested produce, and managing their finances. Though Star Agri is
chose more than one option SOURCE: Results from Dalberg-administered survey of inclusive businesses in India
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
taking on the cost of this training itself, further training is an area into which it would benefit from TA funding. Jaipur Rugs, a Rajasthan-based manufacturer of high quality hand-knotted carpets would benefit from further developing the skills of its 40,000 carpet weavers, and developing business literacy to improve upward communication from the weavers to managers. All these companies are currently taking on the cost of such trainings themselves, as they have no choice and doing so is crucial to their business. Since every business is constrained by its own funding capacity and manpower, and there is an obvious trade-off with other areas which could be supported with these resources (especially activities that are core business priorities). They are inevitably growing more slowly than would be the case if this investment could be made with grant funding. A few IBs, such as Aitken Spence, Industree Crafts and AISECT, have set up foundations to absorb grant funds from government and other sources to be deployed towards training.
DEVELOPING IT SYSTEMS
The third area that IBs would like to strengthen is the use of IT systems and processes to improve their operational efficiency. IBs across sectors referred to the desire to improve their processes through the use of technology. Waterhealth International (WHI), for example, recognized the need to build an online enterprise resource planning system to streamline its operations. The costs involved in procuring a custom-made system were too prohibitive for the company, however, so WHI created the system itself. Unfortunately, due to the significant financial and non-financial resources that were devoted to developing this system, WHI is now reluctant to share its platform with other businesses. As technological investments are often costly, but generate multiple benefits, this is an investment that inclusive businesses would make with grant funding.
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SRI LANKA
Investments in consumer models are likely to be less impactful in the long term. Unlike India, Sri Lankas BOP population has a relatively higher quality of life, especially with regards to access to water, energy, education and healthcare. The presence of trade unions also ensures that workers in organized sectors, such as tea harvesting, have the ability to negotiate for certain benefits and working standards. Tea plantation workers, for example, who are considered to be among the most deprived segment of the population, tend to earn a minimum of $4 per day, excluding other benefits such as social security and housing. Furthermore, as Sri Lankas population is declining and labour shortages are increasing wages, Sri Lankas BOP is likely to experience increases in income in the future, which would propel them out of the BOP classification. Businesses that focus on providing basic services at affordable prices to consumers therefore will likely not be as successful, as this population will start preferring aspirational goods. Investments that maximize job creation would lead to greater social impact. Considering Sri Lankas weak job market, investing in SMEs, would generate much needed jobs. Furthermore, setting up business operations in rural areas, where there are few employment opportunities, creates a ripple effect as complementary businesses start mushrooming to service key industries. Companies operating in the Northeast of the country would have an especially large impact on the local communities, which have the countrys worse socioeconomic indicators due to the recently ended war.
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6. PE MARKETS ASSESSMENT
6.1 OVERVIEW OF OUR METHODOLOGY
The following private equity market assessment for India and Sri Lanka adopts a two pronged methodology for data collection: 1) primary data collection from direct interviews with a broad range of fund managers, and 2) synthesis of secondary information from a literature review. Our team interviewed 21 fund managers, representing both impact investors and commercial investors. The profiles of these 21 fund managersselected sample of 21 below. managers 6. Composition of Dalbergs are represented in the figure fund
Figure 39: Composition of Dalberg's sample of 21 fund managers
21 No IB-focus No IB, but SME-focus 6 4 Other Agriculture 21 3 2 Sri Lanka India (LIS) 2 2 EM1 21 5 Early 21 8
Agnostic
IB-focus 11
16
India 12
Growth
13
By portfolio focus
1.
By sector focus
By geographic focus
EM refers to emerging markets; our sample consists of 5 funds that have a footprint in both India and Sri Lanka, here termed as having an EM focus; SOURCE: Dalberg analysis across interviewed fund managers
While selecting fund managers to be part of the study, Dalbergs team focused on 4 key parameters: inclusive business-focus; sector-focus; geographic-focus; and target stage of investment.
30
Of the 21 funds interviewed, 11 have a direct focus on inclusive businesses. Additionally, 16 are sector-agnostic, but often select sectors carefully to maximize financial and/or social return, while the remaining funds are focused on more developed sectors such as agriculture, healthcare, energy, and information technology/IT-enabled services. While Dalbergs team found several relevant fund managers to interview in India from a reasonably large pool of private equity players, Sri Lankas PE market on the whole is very nascent. As a result, the sample includes only 2 funds from Sri Lanka (LR Global and Aureos), compared to 14 from India, and another 3 that focus on emerging markets globally and have a footprint in both India and Sri Lanka. Two of the India-based funds have an exclusive focus on Indias low-income states. Further, the sample includes adequate representation from early-stage (9 out of 20) and growth-stage (11 out of 20) investors. Secondary information sources such as Bain & Cos India Private Equity Report and Grant Thorntons Private Equity in the Indian Corporate Landscape, both published in 2011 in partnership with the Indian Venture Capital Association, were also used to provide an understanding of the overall PE market and trends.
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28
27.8 22.2
600
24
20 16 12 8 4 0 2007
Value of deals, $ billions
22.4
22.2
400
14.5
13.7
200
0 2008 10.7 2009 4.05 2010 8.2 2011 10.2 2012E 7.8
13.9
Fund managers that Dalberg spoke with (both impact and commercial investors) said32they were positive about the Indian economy in the long-term (more than 5 years from now), the period most relevant for PE funds. Key reasons for their positive outlook were the presence of a large and growing market across sectors (N = 8), favourable demographics (N = 6), quality of human capital (N = 4), and potential for social impact (N = 4).
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
These factors were also cited as favourable to the growth of certain sectors, such as healthcare. The Responses to the question: "What largely recession-proof healthcare market in India, already valued at approximately $65 billion82, isis your gener 83 expected to double within the next 5 years . Further,economy?" features benefit the private the markets sector, which accounts for 80% of healthcare services in the country. The potential to increase access to healthcare in India, where women are 10 Figure 42: Responses to the question: "What is your times as likely to die during pregnancy and childbirth general outlook for India's economy?" as in the US, is also a strong incentive for impact investors to invest in the sector.
% of respondents, N = 14
7% At the same time, fund managers express certain Negative 29% 14% concerns around the current stifling business environment, including non-supportive regulation (N = 8) and lack of infrastructure (N = 5). The recent cancellation of 2G licenses in the telecom industry, 43% Neutral for example, has significantly eroded investor confidence in the sector and to a large extent, in the 79% Indian market in general. Indian businesses are increasingly hungry for infrastructure such as power Positive 29% and logistical infrastructure, and the government has lagged behind in increasing supply to match this demand, especially in low-income regions. Over next 12 months Over next 5 years Consequently, the lack of basic services, such as SOURCE: Dalberg interviews with fund managers electricity, provides opportunities for impact investors to fund inclusive businesses that increase access to such infrastructure for base of pyramid populations.
The PE market in Sri Lanka, in contrast, is relatively nascent. Few PE funds started fundraising immediately after the war ended in 2009, but failed to attract significant investor confidence, especially since the end of the war coincided with the global recession, and did not reach first close. Aureos and IFC have survived these turning points in the market, but even with the lack of competitors face limited deal flow. However, with the macroeconomic condition improving and an increasing number of investors building their presence in the country, new funds are being set up, suggesting a clear opportunity for PE in the near-medium term. Few funds currently focus on early-stage and early growth financing in India, pointing to an opportunity for the ADB; Sri Lankan fund managers believe in the growth potential of SMEs. While there are 300 funds focusing on investments of over $20 million in size 84, the number of private investors for smaller deals in India remains relatively insufficient a trend reflected across other BRIC nations. In particular, early-stage and early-growth financing remain key gaps in the market. The nascence of the early-stage investment space, including angel investment and venture capital, is evidenced by the fact that nearly 70% of all sources of deal flow in BRIC countries are family/private businesses, as compared to 46% globally.85 In addition, the limited venture capital funding in India to date has largely been directed towards breakthrough or disruptive technologies and business models. The existence of a gap in the early-growth financing space, typically termed the missing middle, is noted by fund managers across investment sizes. Growth equity funds (typically investing over $20 million per deal) are set up such that smaller deals would be inefficient and expensive to manage. On the other end of the spectrum, impact investors (typically investing less than $2 5 million per deal) have limited resources to deploy. Further, impact investors have expressed difficulty in finding Series B investors to provide follow-on financing to their investees. Growth equity investors
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
providing larger ticket-size investments, show limited interest in these exits due to their inability to provide the more hands-on assistance that early-stage businesses require. There is therefore a clear need for impact-oriented, mid-sized equity. In Sri Lanka, fund managers believe attractive investment opportunities will be in the SME space. Larger companies often do not offer strong valuations, and the PE market is too nascent and illiquid for high-risk venture capital investments. Exits have remained a challenge, and investments in SMEs would provide a diversified set of exit options. Most funds are dependent on foreign sources of capital and fund raising from Indian institutions is seen as a challenge; Sri Lanka is expecting large investment from DFIs. It is estimated that 80% of funds raised in 2011 by private equity fund managers were sourced from a combination of foreign institutional investment, foreign direct investment, and foreign venture capital investment86. Sources include Development Finance Institutions (DFIs), High Net-Worth Individuals (HNIs), university endowments, foundations, and other private investors. Of the 11 funds that shared details with Dalberg on their Limited Partnership (LP), 8 have been invested in by DFIs. Both impact investors and commercial fund managers with inclusive businesses in their portfolios have claimed that raising funds from domestic sources has been a challenge, suggesting that foreign capital will likely remain an important source of capital for Indias private equity market in the years to come. Due to recent regulatory restrictions in the telecom sector and Indias poor short-term economic outlook, however, foreign investment in India has recently declined significantly. Successful fund managers in Sri Lanka have traditionally attracted investment from DFIs. While IFC is wholly funded by the World Bank, Aureos has enlisted a number of other DFIs to invest in their South Asia Fund, which has set aside a portion of funds for investment in Sri Lankan businesses.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Additionally, other funds were found to invest in sectors that are inherently inclusive. Rabo Equitys India Agribusiness Fund, for example, is one such example. By virtue of investing in agribusinesses, all of the funds investments have either a direct or indirect impact on those individuals dependent on agriculture for their livelihoods, representing approximately 52% of Indias population87, and over 80% of who may be considered members of the BOP. These findings point to the existence of multiple experienced funds and fund managers through whom the ADB could route its investments into inclusive businesses. B. Sri Lankas PE market is nascent, with a small number of fund managers currently active, and DFIs are likely to remain chief source of investment. Sri Lankas PE market, on the other hand, is shallow with few fund managers currently active, and hence stands in sharp contrast to that of India. The markets journey in Sri Lankas early years post the war has been challenging. 2 fund managers Calamander and Leopard Capital attempted to set up PE funds exclusively focused on Sri Lanka, but failed to generate sufficient interest among investors. Not only has this stunted the development of the PE market, it has also somewhat eroded promoters confidence in private equity as a source of financing. However, there are signs that the market is picking up. Other than the few funds that are currently active, including IFC and Aureos, a few more funds are currently being set up. These funds are all targeting the SME space, in the investment size range of $5 10 million, encouraged by the growth opportunity in Sri Lanka, where 6%+ growth is expected to sustain over the short-medium term. However, given the nature of the market, which has seen very little PE activity in the past, getting traction early will be a challenge. As a result, Sri Lankan funds adopt a sector and geography agnostic investment approach, and recommend the same for any potential ADB intervention in the country. As a result, there are no funds that focus on inclusive business exclusively, and finding fund managers in Sri Lanka that fit ADBs investment thesis will likely generate limited interest. Our view is that it is likely to find investments within the portfolio of current fund managers that could match ADBs investment criteria of inclusive businesses, but at this stage of maturity of Sri Lankas PE market, it will be a challenge to truly adhere to it. At the same time, there is a large opportunity to strengthen the capital markets in Sri Lanka if ADB takes on the role of first-mover, other investors may follow suit soon, backed by Sri Lankas promising economic outlook. This is because raising funds has been a significant challenge for Sri Lankan fund managers difficulty in fundraising has led to the failure of PE funds in the recent past. As a result, two approaches have emerged. The first type of fund managers is looking to raise funds domestically, since they have found attracting foreign investment without a significant investment track record difficult. The second is relying on DFIs as the primary source of investment. Bar none, fund managers in Sri Lanka would welcome any engagement from ADB, for which any investment in Sri Lanka presents a high risk-return profile. C. Most funds are sector and geography-agnostic; the few that are focused pose limits on only one of the two parameters, given the challenge of finding adequate deals. Within the sample of fund managers interviewed in India, most funds were sector and geography agnostic. Funds that were sector-focused did not restrict opportunities further by focusing on a specific region, and funds exclusively focused on low-income states did not restrict themselves to investing in only a few sectors. Only a few sectors such as agribusiness, healthcare, and energy offer sufficient number of opportunities for sector-focused funds. Opportunities in these sectors have started to make sense for commercial investors as well.
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The Sri Lankan capital market, following from the previous discussion does not offer sufficient depth across sectors, or geographies within the country. Even the few successful fund managers that focus on SMEs as a whole face significant challenges in deal flow. As a result, fund managers typically do not narrow down their focus to a few select sectors. In terms of developing a pipeline of opportunities for the short-medium term, fund managers are focusing in asset-light industries within the value chains of fast growing sectors. For instance, while tourism and hospitality will be fast growing sectors, fund managers would focus on businesses that provide tourism-related education or skills. Other fast growing sectors include shipping, logistics, infrastructure, agribusinesses, retail, and construction. On the other hand, geographic focus within Sri Lanka will severely restrict deal flow in an already small market.
Medium Medium Medium High Low Low Low Low Low Low Medium High High High Low Medium
Low Low Low High Medium Medium Low Medium Medium Medium Medium Low Medium Medium High Medium
1. Rating based on CDCs ESG toolkit for fund managers; 2. Composite index based on (a) level of employment of BOP by sector, and (b) share of wallet of BOP households. 20 SOURCE: Dalberg research and analysis; feedback from fund managers; India Private Equity Report, Grant Thornton, 2011
Fund managers use the following key parameters to prioritize and select sectors to invest in: (1) Level of regulation. In highly regulated environments such as India and Sri Lanka, there is often limited opportunity to escape regulatory risk. However, certain sectors are inherently more prone to regulatory risk. For example, education is covered under the concurrent list of subjects, and regulation often differs drastically from state to state. Other sectors are likely to benefit from the governments mandate to promote them. For instance, Indias Electricity Act of 2003, and its subsequent amendments have made it easier for foreign investors to invest in power generation.
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(2) Inherent ESG risk. Businesses in certain sectors such as mining and heavy manufacturing are more likely to cause greater adverse environmental and social impact. As a result, inherent Environmental, Social, Governance (ESG) risk as defined by several ESG measurement frameworks that DFIs such as the International Finance Corporation and DFIDs CDC Group have created is a parameter that is used to minimize risk. DFIs often impose adherence to ESG standards as a condition for their General Partners (GPs) (3) Capital intensive nature. At the level of ADBs proposed investment size (sub $10 million), funds typically do not invest in asset-heavy sectors, such as real estate, retail, power generation, and other large infrastructure. Sectors such as education and healthcare often described as soft infrastructure form the key focus of investors in this deal size range. Even within such sectors, though, funds typically pick service-oriented businesses that are less capital intensive, and can therefore utilize the equity investment to drive scale and growth. For instance, smaller fund managers would prefer opportunities in asset-light mobile health as opposed to large hospital chains. Once sectors have been selected using the above criteria, funds typically consider potential for impact as an investment criterion on a case-by-case basis. The table above aggregates methodology adopted by fund managers and other parameters to act as proxies for gaps in financing. The table includes fund managers ratings of investment attractiveness and the level of enabling regulatory environment, across sectors. It also highlights the inherent ESG risk across sectors as per CDCs ESG toolkit for fund managers. Finally, it lists average deal sizes and total deal volume over the last 5 years to indicate the capital intensive nature (the higher the average deal size, the more the number of capital intensive opportunities in the sector) and total deal volume (the higher the funds deployed by sector, the higher the likelihood of the gap being filled by the market already) respectively. From this analysis, key sectors to highlight are education, healthcare, and agriculture and agribusiness. Fund managers find opportunities in these sectors financially attractive and relatively low on ESG risk. Additionally, average deal sizes suggest that there could be several investment opportunities in ADBs prescribed deal size ($0.5-10 million), and there appears to still be room for significant additional funding. B. Geographies: Exposure to low-income states in India will likely increase impact, but should not be the sole focus of ADBs fund. Two fund managers in our sample Pragati Fund and SIDBI-VC have an exclusive focus on lowincome states in India, such as Bihar, Jharkhand, Uttar Pradesh, Madhya Pradesh, Chhattisgarh and Orissa. These states perform poorly across most socioeconomic parameters such as life expectancy, literacy, and of course, per capita income. Both Pragati and SIDBI claim that by virtue of their investees having significant operations in these regions, their portfolios will naturally have an impact on local livelihoods. For example, a BPO established in a low-income state would naturally increase otherwise restricted employment opportunities in the region. Alternatively, low-cost hospitals in rural areas are more likely to reach severely underserved populations than hospitals in urban areas. Further, Pragati finds entrepreneurs that are committed to developing its employees skills. As a result, the opportunity to improve livelihoods and quality of life through investments in businesses operating in such regions is large. Both Pragati and SIDBI-VC are relatively new funds that are exploring the market for deals. Whether there will be sufficient deal flow remains an open question. Businesses in low-income states are typically new to private equity investments, and often lack the corporate governance structures needed to absorb this type and quantity of capital. However, funds remain confident that finding the
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right opportunities will depend on employing a deal-sourcing team that is close to the ground, maintaining a sector agnostic approach and investing in fewer, but larger deals. As a result, funds operating in low income states will have higher management overheads. Given these challenges, all of the fund managers interviewed had recommended that ADB avoid following an investment strategy that exclusively focuses on low-income stats, given the risk of low deal flow. In Dalbergs view, the ADBs fund should have some focus on low-income regions, but not exclusively. The Bank may choose to achieve this focus by channelling investments through existing funds that focus on these regions. Beyond Pragati and SIDBI, several other fund managers have a strong footprint in these states, including Aavishkaar, which has approximately 55% of its capital deployed in the poorest states of India. This approach increases the flow of capital to regions where it is most required, without increasing competition for already scarce deals. C. Instruments and investment size: Beyond the missing middle in equity, the need for debt across the board is large; credit guarantees could help leverage ADBs funds to provide debt. Equity: 20 of the 21 funds interviewed have deployed 100% of their investments as equity. SIDBI-VC, a government run investment firm, is the only fund manager to also have an attached Non-Banking Financial Company (NBFC) that provides debt. As discussed earlier (see discussion on key insights on the PE market in India), fund managers have expressed the need for early growth equity, typically in the range of $2-10 million investments for small and growing businesses. Additionally, venture capital (sub $2 million) typically focuses on technology-based businesses, if not disruptive or breakthrough technology alone. There is room for additional players that finance early-stage inclusive businesses, products or services of which are not technology based. Such businesses often find securing debt a major challenge, and typically treat their equity investments as debt. In Sri Lanka, the $5-10 million investment size range offers fewer opportunities than the $1-5 million range. However, smaller deals are more difficult to manage given the limited exposure of early stage investment to PE investment. The focus on SMEs drives fund managers in Sri Lanka, therefore, to focus on the $5-10 million investment size range. Debt: 70% of the fund managers interviewed for this study claim that their investees find it difficult to access affordable debt primarily to finance working capital requirements. Though the need for cheaper debt is relevant to businesses of all sizes, Indias commercial banking infrastructure is particularly unsupportive of small businesses with limited assets or collateral to offer as security. This situation is exacerbated in markets like India and Sri Lanka, which have traditionally been high interest rate markets. The Indian government has set up a Credit Guarantee Fund Trust for Micro and Small Enterprises (CGTMSE) that offers loans of up to approximately $0.2 million without collateral or third party guarantee. However, the extent to which this facility has been utilized to date is unclear. Credit guarantees are important instruments to leverage the investors capital manifold and offer cheaper debt with limited collateral requirements. The availability of cheaper debt is likely to create a more enabling environment for private equity investors, who could then ensure that equity capital is utilized for the growth of the business. Technical assistance: Of the 8 fund managers operating in the SME space, 7 expressed a clear need for technical assistance on behalf of their investees, particularly for training and the purchase of equipment to mitigate environmental or social risk, within the broader ESG framework. Further, shared needs of investees such as a market primer for Africa, a market that several SME investees of
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these fund managers are strongly considering entry in, could increase opportunities for inclusive businesses. However, fund managers have also offered a caveat that promoters are often wary of technical assistance, in particular of its demands on management bandwidth. D. Investment decisions: Financial discipline is vital to equity investments, and expectations of lower returns should be used as an opportunity to leverage other financial instruments. 18 of the 21 fund managers interviewed by Dalberg claim they do not compromise on returns to achieve investment goals. For these funds, financial discipline is typically practiced by identifying the most financially attractive opportunities after defining an investment strategy. Given that the major source of funds for private equity fund managers is foreign commercial investors, funds with target Internal Rates of Return (IRR) that are lower than market returns often find fundraising a greater challenge that those targeting market returns and above. This trend of defining a focused investment strategy, and following it with financial discipline expecting market returns forms an emerging trend in investing in inclusive businesses in India. Of the 10 funds that shared their expected market returns with Dalberg, 8 target IRRs of 18% and above. The two funds that have lower targets are SIDBI-VC (marginally lower, at 14-16% gross), which is funded by DFID and is a government-run institution, and Acumen Fund, a non-profit entity. Fund managers cited the following as key factors when making an investment decision: a) b) c) d) e) potential for financial returns potential for scale and financial sustainability quality of management team potential for social impact availability of exit opportunities
In our view, an expectation of 10-12% net IRR, as prescribed by ADB, could open opportunities to leverage other financial instruments that deliver lower returns. The need for such instruments, especially debt or credit guarantees, is large. ADBs inclusive business fund could therefore target rates of 10-12% net IRR for the fund by deploying a mix of equity and debt, and thereby achieve both financial return and development outcomes.
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pipelines. More competition by way of another General Partner would increase competition and likely drive up valuations. This would take away from ADBs intended catalytic effect. (4) Challenge of remaining sector-agnostic. It would be difficult to establish a narrow sector focus, e.g., healthcare or education, for the fund without a team with significant deal-making experience in the sector and a ready pipeline. To mitigate this risk, the fund should adopt a sector agnostic strategy, as mentioned in the previous section. However, remaining sector agnostic would delay the uptake of a new fund and makes managing technical assistance across investments a major challenge. Fund managers often provide their LPs with an option of co-investment in some deals, which could be an opportunity for ADB to gradually build up their presence in the direct investment route, should it choose that path. While some funds do provide the option to non-LPs as well, LPs have priority coinvestment rights. As a result, while only 4 of the 10 fund managers with inclusive businesses in their portfolios expressed an interest in managing ADBs fund, all of them expressed a strong interest in engaging ADB as an LP. Additionally, 4 fund managers claimed that they are already in talks with ADB, or that ADB has been an investor in one of their funds previously. Additionally, fund managers believe raising additional funds from foreign investors will not be a challenge, but Indian investors are likely to remain a small source of capital.
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7. DONOR MAPPING
7.1 OVERVIEW OF OUR METHODOLOGY
The term donor can be ambiguous it could mean an agency primarily giving grants to non-profit organisations, or an impact investor looking for social and financial return. While the intended outcome of generating social impact is consistent across all definitions, for the purposes of this study, we use the term investor to refer to any impact-oriented investor who deploys funds through equity or debt (potentially in conjunction with technical assistance) instruments to for-profit businesses to generate social impact. The investors we have engaged in this study could be classified into three types: (1) Bilateral aid agencies. As part of their overseas development assistance (ODA) programs, several countries have set up offices within their embassies in India and Sri Lanka to primarily deploy grants and concessionary loans. Primary focus of these agencies is often two-fold, given that they operate under the close watch and direction of the government of the host country: (a) to build infrastructure in the foreign country to catalyze growth, and (b) to further bilateral cooperation between the countries through business linkages and technical assistance. Examples: KfW, USAID, DFID, JICA. (2) DFI-funded investors. Since bilateral and multilateral agencies are often not permitted to take equity positions in businesses in host countries, they route their equity investments through globally structured investment funds. In most cases, these entities invest in private equity funds with a footprint in the country in question, i.e., through a fund of funds approach. A few may also be able to make equity investments directly in businesses. Examples: IFC, CDC (DFID funded), Swedfund (SIDA funded), Norfund (NORAD funded). (3) Independent private funds. Domestic and foreign HNIs can also route their investments for social impact through funds and foundations. Foundations are typically grant-making agencies. Domestic HNIs typically operate through single-investor private equity funds or family offices. Examples: Gates Foundation, Premji Invest, Catamaran Ventures. The views contained in this section reflect the results of interviews with of 9 such investors, and findings from research on activities of various kinds of investors. The investors our team interviewed includes 3 bilateral aid agencies (KfW, DFID, SIDA), 3 DFI-funded investors (IFC Sri Lanka, CDC, Swedfund), and 3 independent private funds (Catamaran, SD Tata Trust, Omidyar Network).
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Investment in funds Bilateral aid agency KfW JICA IFC DFI funded investor FMO Direct equity Direct debt
DFID
CDC Premji Invest
Small, Large
Small, Large Medium Small-Medium Small
N/A
1. Small represents sub $10 million investment in end-beneficiary; Medium represents $10-50 million, and Large, $50 million+ SOURCE: Dalberg analysis
59 Finally, independent private foundations typically build up years of expertise in niche sectors by deploying primarily grants or returnable instruments. For instance, the SD Tata Trust has decades of
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experience in organizing agricultural communities, and the Gates Foundation in agricultural extension and healthcare. Private equity funds with significant investment from HNIs, such as Omidyar Network and Catamaran Ventures, typically operate with a dual objective to achieve both social and financial return. Such investors primarily deploy equity capital. Majority of bilateral funds are directed through government channels to mainly large-scale infrastructure projects, while more independent investors follow a sector agnostic approach. As mentioned earlier, bilateral aid agencies work closely with host governments and aim to help them achieve their primary development objectives, which often revolve around developing new infrastructure. As a result, such organisations are by default restricted to operate in a narrow space of sectors constituting heavy infrastructure such as power generation. Entities more detached from government operations, such as DFI-funded investors and private funds and foundations can invest smaller amounts through other financial instruments. Among the listed organisations in the figure below, the level of dependence on the host government largely decreases from top to down. Not surprisingly, this correlates with the number of sectors the organization has exposure to. The more independent investors such as DFI-funded investors and independent private investors typically adopt a sector-agnostic approach.
Figure 45: ExposureConcentration & Gaps 7. Sectors of major investors deploying equity/debt to priority sectors in South Asia
Agriculture KfW Bilateral aid agency JICA FMO DFID IFC DFI funded investor1 CDC Swedfund Norfund Premji Invest Independent family fund Catamaran BFSI Energy & Envt Education Healthcare Water & Sanitation
Infra.
Omidyar
BMGF
1. CDC operates an offshore fund of funds, several GPs of which have large exposure to India/Sri Lanka ; FMO has recently invested in an offshore fund focused on inclusive businesses; IFC is an independent onshore investor; DFID has recently invested in a domestic onshore fund SOURCE: Dalberg analysis
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BFSI and energy have attracted significant financing from various investors; agriculture, healthcare, water and sanitation are likely to receive increasing funding, especially from private foundations. A deeper look into sectors other than large-scale infrastructure reveals that some sectors have received interest from all types of investors. Banking and financial services, owing to the widespread interest in microfinance, and renewable energy / energy efficiency have seen investments from various types of investors.
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Typically, bilateral aid that is not directed towards heavy infrastructure goes towards sectors that do not attract significant private investment, e.g., water and sanitation. In contrast, independent private investors weigh financial returns higher, and focus on sectors that offer attractive investment opportunities from the perspective of both financial and social returns. Beyond energy and microfinance, education has seen significant interest from private investors. Some sectors have traditionally been recipients of grants and concessional debt from bilateral aid agencies, i.e., agriculture, healthcare, and water and sanitation. These sectors are gathering increasing interest and funding from private donors. This could imply that these sectors present increasingly attractive opportunities from a financial return perspective in the medium term.
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and KfW have engaged SIDBI (as per Government of India direction) to deploy debt to SMEs in the renewable energy and energy efficiency sector. One potential solution, suggested by several investors could be in the form of credit guarantees. NABARD and SIDBI are currently engaging several investors to set up focused credit guarantees to businesses that can offer limited collateral to secure debt. Credit guarantee schemes offer significant opportunity to leverage an investors funds the ratio of invested capital to disbursed debt in typical credit guarantee scheme is 1:10, which could be further improved with co-investment from other donors. Further, the economics of credit guarantees look promising. Typical administration of fees of 1-2% of disbursed debt has been known to largely cover the cost of guaranteeing full recovery of non-performing loans. A successful credit guarantee scheme would help catalyze the banking system and create a new asset class.
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BIBLIOGRAPHY
Ahluwalia, M. Economic Reforms in India since 1991: Has Gradualism Worked?, 2011. Bain & Company. India Private Equity Report, 2011. Central Bank of Sri Lanka. Annual Report, 2011. Central Bank of Sri Lanka. Economic and social statistics of Sri Lanka, 2011. Central Statistical Organization, Government of India. Millennium development goals India country report 2011, 2011. Chaudhuri, S., Gupta, N. Levels of living and poverty patterns: a district-wise analysis for India, Februrary 2009. Department of Census and Statistics, Sri Lanka. National Accounts Annual Report, 2011. DISE. State elementary education report card 2010-11, 2011. Economic Advisory Council to the Prime Minister of India. Economic Outlook for 2010-11, July 2010. Export Import Bank of India. Annual report 2011 2012, March 2012. Foundation for MSME Clusters (FMC), clusters in India, 2010. Goldman Sachs. DreamingWith BRICs: The Path to 2050, October 2003. Grant Thornton. A Force for Growth: Global Private Equity Report, 2011. Grant Thornton. The Fourth Wheel: Private Equity in the Indian Corporate Landscape, 2011. Grant Thornton. India PE Report 2011, 2011. Groh, A., Liechtenstein, H., Lieser, K. "The Global Venture Capital and Private Equity Attractiveness Index, 2011. IFAD. Republic of India: Country strategic opportunities programme, 2011. IFC. Doing Business Economy profile: India, 2012. IFC. Doing Business Economy profile: Sri Lanka, 2012. ILO. General employment trends 2012. IMF. The Demographic Dividend: Evidence from the Indian States, 2011. India Human Development Survey. Human development in India January 2010. J.P. Morgan. Impact Investments: An emerging asset class, November 2010. KPMG. Private equity investing in India, 2007. McKinsey Global Institute, The Bird of Gold: The Rise of Indias Consumer Market, May 2007. Ministry of Finance and Planning. Annual Report 2011, 2011 Ministry of Labour & Employment, Government of India. Report on Employment & Unemployment Survey, 2010.
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Ministry of Micro, Small & Medium Enterprises, Government of India. Fourth all India census of Micro, small & medium enterprises. Monitor Group. Emerging Markets, Emerging Models, march 2009. Nilekani, N. Indias Demographic Moment, 2009. NSSO. Key Indicators of Household Consumer Expenditure in India - 2009-2010, October 2011. Planning Commission, Government of India. Faster, sustainable and more inclusive growth: An approach to twelfth five year plan, October 2011. PricewaterhouseCoopers. The World in 2050, 2011. Reserve Bank of India. Macroeconomic Indicators 2011, 2011. Sri Lanka Tourism Development Authority. Annual Report, 2011. Steering Committee on Urbanization, Planning Commission. Report of the working group on urban poverty, slums, and service delivery system, October 2011. The World Bank. Perspectives on poverty in India, 2011. World Economic Forum. The Global Competitiveness Report, 2011. WRI and IFC. The Next 4 Billion, 2005. UNICEF & WHO. Progress on Drinking Water & Sanitation 2012 update, 2012. UNIDO. Cluster development and BDS promotion: UNIDOs experience in india, March 2000. UNDP. Human development report 2011, 2011.
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ENDNOTES
1
As defined by ADB, the Base of the Pyramid (BOP) is defined as individuals earning $3-$4 per day, per capita, or less. Inclusive businesses are enterprises that engage the BOP in their core business operations as either: consumers, distributors, suppliers or employees 2 th Indias 2011 HDI rank was 134th of187 countries and MPI for the same year stood at 0.283 putting it at 76 of 209 countries in 2011 3 Grant Thornton India PE Report 2011 4 Environmental, social and governance 5 CDC and IFC have invested in Pragati, a low-income-states focused SME fund; IFC has invested in LR Global, an SME-focused fund in Sri Lanka 6 Factsheet on Foreign Direct Investment, Department of Industrial Policy and Promotion, Ministry of Commerce & industry, Government of India 7 Ernst & Youngs 2012 Attractiveness Survey 8 IMF, World Economic Outlook, April 2012 9 World Bank, PWC Report and Dalberg analysis 10 CIA World Factbook, Planning Commission of India 11 Planning Commission, 2011 12 Exim Bank of India report 13 IMF, World Economic Outlook, April 2012 14 India Human Development Survey 2010 15 World Bank database 2012 16 OECD Factbook, 2011-12 17 The Demographic Dividend: Evidence from Indian States, IMF, 2011 18 Report on Employment and Unemployment, Labour Bureau of India, 2010 19 The Financial Times 20 Indias Demographic Moment, Nandan Nilekani, 2009 21 The nine states include Uttar Pradesh, Rajasthan, Madhya Pradesh, Chhattisgarh, Orissa, Jharkhand, Bihar, Assam & West Bengal 22 Report on Employment & Unemployment Survey (2009-2010); Labour Bureau, Ministry of Labour and Employment, Government of India 23 The remaining percentage is classified as not reported 24 Planning Commission - 2011, Government of India 25 Census of India 26 Government of India, Committee on Slum Statistics/ Census 2011 27 Key Indicators of Household Consumer Expenditure in India - 2009-2010, NSSO October 2011 28 McKinsey Global Institute report, The Bird of Gold: The Rise of Indias Consumer Market 29 The Next 4 Billion, WRI and IFC, 2005 30 Asian Development Bank 31 The Global Competitiveness Report, World Economic Forum, 2011-12 32 United Nations Population Divisions 33 PFCE at current prices (2011-2012); Central Statistics Office, May, 2012 34 Planning Commission of India, April, 2012 35 Indias financial year runs from April to March 36 IT industry backs Murthy, Premji on policy paralysis article in the Times of India, 14 June, 2012; Business Standard, 13 June, 2012; Govt. can policy paralysis with more reforms experts article in The Mint & The Wall Street Journal, 27 Nov, 2011
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37 38
IMF Press Release, June, 2012 Ministry of Finance and Planning, Annual Report 2011 39 Lanka Business Online, July, 2010 40 World Economic Outlook Database 41 Department of Census and Statistics, National Accounts Annual Report 2011 42 IMF, June, 2012 43 Department of Census and Statistics, National Accounts Annual Report 2011 44 Asian Development Bank Outlook for Sri Lanka Forecast 2012 45 Textiles also includes wearing apparel and leather 46 Department of Census and Statistics, Sri Lanka, National Accounts Annual report, 2011 47 Central Bank of Sri Lanka, Annual Report, 2011 48 UNCTAD Data, 2012 49 Central Bank of Sri Lanka, Press Release, June, 2012 50 Central Bank of Sri Lanka, Annual Reports, multiple years 51 Ministry of Finance and Planning, Annual Report 2011 52 Human Development Report 2011, country statistics 53 UNDP Data Explorer 54 OPHI Country briefing, December 2011 55 World Bank Data 56 Classification as per World Bank 57 Statistics Branch of the Ministry of Education and Higher Education, School Census 2006 58 WHO & UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation 59 United Nations, Department of Economic and Social Affairs. 60 Working age refers to ages between 15 - 64 61 UN data 62 Asian Times Online 63 Demographic and Health Survey, 2006 64 Department of Census and Statistics, Labour Force Survey Annual Report 2010 65 UNESCAP Data Explorer 66 Sri Lanka Tourism Development Authority, Annual Report 2011 67 Central Bank of Sri Lanka, Press Release: External Sector Performance April 2012 68 Central Bank of Sri Lanka , Annual Report 2011 69 Dalberg estimates based on Household Income Expenditure Survey 2009-10, Department of Census and Statistics, Sri Lanka 70 Ministry of Finance and Planning, Annual Report 2011 71 Lanka Business Online, March, 2011 72 Asian Tribune, November, 2010 73 IMF Press Release, June, 2012 74 These survey results are only from Indian companies, due to limited responses from Sri Lankan companies 75 Indias lowest income states are Assam, Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Odisha, and Rajasthan 76 Direct quotation from Dalberg interview with Aitken Spences Hotel Division, July 9 2012 77 Team members is the official name of MAS factory workers 78 Direct quotation from Dalberg interview with Nestle Lanka, July 11 2012 79 Such as the Rural Technology and Business Incubator, associated with the Indian Institute of Technology in Madras 80 World Bank data 81 The Fourth Wheel: Private Equity in the Indian Corporate Landscape, Grant Thornton, 2011
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82 83
Dalberg estimate based on per capita expenditure on health in 2010, $54, from World Bank data Feedback from investors in the sector 84 As reported by fund managers Dalberg has interacted with 85 A Force for Growth: Global Private Equity Report, Grant Thornton, 2011 86 Bain India Private Equity Report, 2011 87 CIA Factbook, 2009 estimate
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Contents
1 2 3 4 5 6 7 8 Inclusive businesses surveyed.......................................................................................................... 2 List of fund managers interviewed .................................................................................................. 6 List of donors interviewed ............................................................................................................... 7 Case studies of inclusive businesses ................................................................................................ 8 Deep dives on potential fund manager partners for ADB ............................................................. 24 Economic factsheet on low-income states .................................................................................... 27 Deep dives on priority sectors ....................................................................................................... 32 Government schemes relevant to ADBs fund............................................................................. 344
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Sector
Presence in LIS/NES/Both
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Healthcare Water & Sanitation Real estate Retail Telecom, BPO & IT Education Retail Agri-business and agriculture Energy (incl. renewable) Telecom, BPO & IT Retail Retail Education Telecom, BPO & IT Telecom, BPO & IT Water and sanitation Renewable Energy BFSI Healthcare (nonpharma) Healthcare (nonpharma) Agri-business and agriculture (incl. seeds)
2
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Company name
Sector
Presence in LIS/NES/Both
22 23 24 25 26 27 28
Glocal Healthcare Systems Gram Tarang Employability Training Services Pvt. Ltd. Greenlight Planet Healthpoint Services India Hippocampus Learning Centres Hotel Saravana Bhavan Industree Crafts Pvt Ltd
Healthcare (nonpharma) Education Energy (incl. renewable) Healthcare (nonpharma) Education Hospitality and leisure/tourism Textiles, garments and handicrafts Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Textiles, garments and handicrafts Healthcare (nonpharma) Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Real estate and construction (incl. housing) Telecom, BPO & IT Healthcare (nonpharma) Agri-business and agriculture (incl.
3
29
31
32
33 34
Jaipur Rugs Company Pvt. Jayashree Industries Jk Paper Ltd, Plantation activities, Farm Forestry
35
36
37
Lafarge India
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Company name
Sector
Presence in LIS/NES/Both
seeds) 41 Mobile Works Telecom, BPO & IT Telecom, BPO & IT Water and sanitation Education Education Energy (incl. renewable) Textiles, garments and handicrafts Energy (incl. renewable) Telecom, BPO & IT Agri-business and agriculture (incl. seeds) Energy (incl. renewable) Banking & financial services (incl. insurance and microfinance) Agri-business and agriculture (incl. seeds) Banking & financial services (incl. insurance and microfinance) Energy (incl. renewable) Telecom, BPO & IT
42
Multi Commodity Exchange of India, Gramin Suvidha Kendra Piramal Water Pvt. Ltd. (brand name: Sarvajal) Projects and skill development department Prolific Systems & Technologies Pvt Ltd Promethean Power Systems Rangsutra Rural Off-grid market RuralShores Business Services Pvt. Ltd. SAVE - Saline Area Vitalization Enterprise Limited SELCO Solar Light Private Limited
43 44 45 46 47 48 49
50
51
52
Share
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Company name
Sector
Presence in LIS/NES/Both
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Agri-business and agriculture (incl. seeds) Retail Water and sanitation Agri-business and agriculture (incl. seeds) Healthcare (nonpharma) Telecom, BPO & IT Education Water and sanitation Water and sanitation Water and sanitation Real estate and construction (incl. housing) Agri-business and agriculture (incl. seeds) Healthcare (nonpharma)
58 59
60
61 62 63 64 65 66
Vaatsalya Healthcare Vortex Engineering V-Shesh Access Services Private Limited WaterHealth India WaterHealth International Inc. Waterlife India Pvt Ltd
67
68
Zameen Organic
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Sector focus Agnostic Agnostic Agnostic Agnostic Agnostic Agnostic Agnostic Healthcare Agnostic IT/ITES Agnostic Agnostic Agnostic Energy Agnostic Agri. Agnostic Agri. Agnostic Agnostic Agnostic
Geographic focus India EM EM EM India India EM India EM India India Sri Lanka India India LIS India LIS India India India Sri Lanka
Stage of investment Early Growth Early Growth Early Growth Early Growth Growth Early Early Growth Growth Growth Growth Growth Early Growth Early Growth Growth
Bamboo Finance Eric Berkowitz Elevar Equity Gray Ghost IIP Imprint Capital Indo-US Lok Capital LR Global NEA Nereus Capital Pragati Rabo Equity Samriddh Fund SEAF Song Advisors Zephyr To be named Sandeep Farias Marc Clayton Hand Varun Sahni Laura Spiekermann Rajesh Raju Vishal Mehta Chanaka Wickramasuriya Vamesh Chovatia Jonathan Winer Narayan Shadagopan Rajesh Srivastava Ananta P. Sarma Hemendra Mathur Has now left Mukul Gulati Indika Hettiarachchi
Dalbergs assessment of overlap between fund managers current portfolio and ADBs target definition of inclusive businesses, i.e., any business that engages the poor as consumer, supplier, distributor, or employee; All fund managers mentioned in the list have some exposure to inclusive businesses, but ones marked No have a more indirect approach to targeting IBs. 2 Interview confirmed, to be conducted
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Company logo
Background on Business Apollo Hospitals Group has owned and managed a network of hospitals and medical facilities in India since 1979. In 2008, the Group launched a network of smaller satellite facilities, called Apollo REACH Hospitals. Operating in underserved regions and offering super-specialty medical care at affordable rates to people living at the BOP, Apollo REACH now manages 3 hospitals in rural and semi-urban areas. Mode of BOP Engagement BOP as Consumers Apollo REACH, like most healthcare organisations, serves the BOP as consumers, increasing their access to healthcare services. These consumers currently have to travel to cities for specialty healthcare. Due to this additional step in the value chain, many patients remain untreated in the villages. Apollo REACH attempts to bridge this gap. Each hospital houses 150-200 beds, 40 intensive care unit beds, and 5 operation theatres. Each hospital also offers super-specialty medical services (e.g., cardiology, orthopedics, neurosurgery, etc). Impact to date and future growth plans Apollo REACH has developed a model for establishing hospitals in rural or semi-urban areas that is significantly more cost efficient than traditional urban hospitals. As a result, REACH hospitals can charge 20-30% less than other major hospitals. One of the biggest drivers of Apollo REACHs geographic expansion is additionality, since they would not enter areas where there are other similar hospitals, or would offer services that other hospitals do not. Apollo REACH plans to expand to 25 facilities in the next 2-3 years. Apollo REACH plans to grow its revenues by over 20% annually. By leveraging a hub-and-spoke model, Apollo REACH has effectively countered the challenge of limited talent in rural areas. Apollos plans for geographic expansion will be centered around their established hospitals in major cities, to build in the flexibility of temporarily shifting doctors from the cities to the villages on a needs basis. Challenges Scalability is Apollo REACHs major challenge. At the facility level, after reaching the saturation point in terms of revenues, an increase infrastructure is required, i.e., increasing the number of beds. At the chain or network level, the challenges are similar to those of other businesses lack of skilled personnel, high CAPEX, and heavy burden of expensive debt. Source of financing to date and future needs Till date, Apollo REACH has been funded by equity from Apollo Hospitals and IFC. Each hospital costs approximately $5 million to establish, implying that the initiative will need close to $75 million in investment in the next 3 years. Of the total pool of investments coming in, Apollo REACH would prefer 60% as debt, 25% as grants, and the remainder as soft loans with a 15 year tenor.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Sample investment
Strategy
Jash Engineering
Mfg. of equipment used in waste water treatment
2011 $ 60 million
$ 6 10 million
Pragati believes the market for financing small-medium sized enterprises in low-income states in India presents attractive financial opportunities for private equity. Pragati underwrites companies for being SMEs and not inclusive businesses, but it indirectly engages the poor by investing in businesses that exist in deprived regions, employ local populations, and invest in workforce development thus having the potential for significant livelihood creation. Although finding such fundable opportunities remains a challenge in these geographies, Pragati believes being close to the ground will generate strong deal flow. To further address the risk of limited deal flow, Pragati chooses to remain sector agnostic. The fund expects their investees to be family run businesses, and look for strong corporate governance.
Pragati is a relatively recent financial-first, commercial fund and does not have explicit impact measurement systems. Since DFIs such as CDC and IFC are LPs of the fund, Pragati follows strong ESG-oriented metrics. Key contact
N. Shadagopan
SOURCE: Interview with fund; Dalberg research
Aavishkaar India Micro Venture Capital Fund CDC, IFC, FMO, KfW, NABARD, Rockefeller, others
Vortex Engineering
Developer and mfg. of low-cost ATMs
Aavishkaar was one of the first funds set up to provide equity finance to early-stage inclusive businesses. The fund diversifies its exposure across education, healthcare, agriculture, ICT, and energy. Although Aavishkaar does not focus exclusively on low-income states, its strategy of investing in rural areas where few other fund managers are willing to go, ensures that over 50% of its invested capital has a footprint on low-income states. Aavishkaar takes a venture-capital style approach to develop sectors and industries in nascent geographies. Aavishkaar has so far made 33 investments in prerevenue companies, underwriting risks of limited experience of entrepreneurs and lack of local enabling institutions, and has still delivered strong financial returns.
Vineet Rai
SOURCE: Interview with fund; Dalberg research; ImpactBase
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes Figure 3: Fund manager snapshot Aureos
Fund name Investors Fund details Vintage Total AUM Avg. size of investment Target IRR Geographic focus Sector focus Social impact metrics employed
Aureos has a proprietary impact measurements framework, the Aureos Sustainability Index. Beyond this, Aureos also follows IFC perfor mance standards and is a signatory of UNPRI. Key contact
Asiri Hospitals
Chain of low-cost hospitals in Sri Lanka
2004 $ 100 million (70% for India) $ 5 10 million ~25% India, Sri Lanka, Bangladesh Sector agnostic
Aureos is a global investment firm with a portfolio of emerging markets focused private equity funds. Aureos qualifies itself as a financial-first fund manager, and focuses on SMEs across sectors. It is one of the few fund managers currently focusing on Sri Lanka, and has a strong track record of investing across South Asia. Although sector agnostic, the fund plans to target infrastructure oriented sectors such as manufacturing, transportation / logistics, pharmaceutical, and healthcare in the short-medium term. Aureos follows ESG criteria closely, and often uses such parameters as screening criteria, in conjunction with capital intensity and level of regulation. Globally, Aureos has completed over 270 transactions to date, and its exits have realized IRRs of 30%.
N/A
LR Global, the first formal institutional PE fund to be set up in Sri Lanka in the current post-conflict environment, was spun out of the Rockefeller office by former Aureos investment professionals, when IFC provided an anchor investment of $10 million. LR Global plans to invest in SMEs, where they believe exit strategies will be easier to place, and will source deals in-house, as opposed to secondary transactions. The focus on SMEs is not narrowed by an exclusive focus on IB. However, many opportunities in LRs deal pipeline could qualify as IBs by ADBs definition. Agriculture, tourism, and infrastructure are priority sectors for LR Global, while they remain sector agnostic. Further, LR Global will focus on investing in value chains of sectors where larger players operate.
Chanaka Wickramasuriya
SOURCE: Interview with fund; Dalberg research
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes Figure 5: Fund manager snapshot SEAF
Fund name Investors Fund details Vintage Total AUM Avg. size of investment Target IRR Geographic focus Sector focus Social impact metrics employed
SEAF tracks IRIS compatible metrics such as employment, wages, benefits, training, suppliers, customers, taxes, community development, formalization and corporate governance. SEAFs development impact reports are available online. Key contact
Abhay Cotex
Cotton seed processing company
To create the India Agribusiness Fund (IAF), SEAF brought its global expertise of investing in agribusinesses (40% of global portfolio in the sector) and experience of investing in India through professionals with 6 years of investment experience at Kotak. IAF is one of the countrys few IB-focused sector-specific funds, and invests in SMEs that operate in the Agribusiness value chain, except upstream players. Typical opportunities that the fund considers are B2B businesses in sub-sectors such as agricultural processing, implements, logistics, and other post-harvest industries. SEAFs investment professionals recognize the nascence of PE to this sector, and hence spend more than 50% of their time on the ground, sourcing and monitoring deals. Given a chance, SEAF would deploy TA for public or shared goods.
Hemendra Mathur
SOURCE: Interview with fund; Dalberg research; ImpactBase
Sample investment Strategy 2012 $ 60 million + $ 1 5 million 15-16% Low-income states in India Sector agnostic
FabIndia
Retailer of products handmade by rural craftspeople
SIDBI is a government owned financial institution providing debt and equity to micro, small, and medium-scale enterprises in India. SIDBI VC is a wholly owned subsidiary, which has set up the Samriddh Fund with DFID. The funds sector agnostic investment strategy focuses on SMEs in low-income states in India with potential to increase incomes of low-income populations. SIDBI believes that an exclusive LIS focus ensures that their SME investees are also IBs. The fund does not focus on Northeastern states, however, due to a lack of enabling infrastructure in those regions currently. SIDBI intends to encourage its investees to enter LIS markets, and further help them by leveraging its network within the government, if needed. Any returns over 14% that the fund generates are returned to their current investor, DFID.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
India
Number of clusters
194 48 67 251
2,717 2,377
Madhya Pradesh
Odisha Rajasthan Uttar Pradesh 7.2% 5.4% 6.3%
12.0%
1,804
340 198
504
1,707
862
38 82 84 19 7 39 82
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Bihar recorded the second highest GDP growth among all the states DFIs like IFC, DFID, Kfw, CDC & SIDBI have Bihar as one of their focus states Bihar government is proactively giving policy incentives for Industries & Investors
Chhatisgarh 12 / 29 1 / 15 in LIS/NES
Jharkhand 21 / 29 9 / 15 in LIS/NES
Chhattisgarh accounts for about 16 per cent of the nations coal reserves and is rich in other mineral resources such as Limestone, Iron-ore, Copper, Bauxite., Chhattisgarh is presently one of the few states that has surplus power The state offers a wide range of fiscal and policy incentives for businesses and stands first among LIS & NES in the competitiveness rankings DFIs like IFC, DFID, Kfw,CDC & SIDBI have Chhatisgarh as one of their focus states Jharkhand has around 40 per cent of the countrys mineral wealth DFIs like IFC, DFID, Kfw,CDC & SIDBI have Chhatisgarh as one of their focus states Location Advantage: Closer to the ports of Kolkata, Haldia and Paradip and has easy access to raw materials.
Agriculture: Tea, Rubber, Sugarcane, Tobacco, Dairy, Paper Industries: Plastics, Transport equipment, Chemicals, Textiles, Mines, Minerals Agriculture: Food processing Industries: Mining, Minerals, Iron & Steel, Cement, Power, IT& ITes, Biotechnology, Gems & Jewellery
Iron & steel ancillary units Castings & metal fabrication Gems & Jewellery Textiles Aluminum
Odisha 15 / 29 4 / 15 in LIS/NES
A large number of consumer goods companies have manufacturing bases in the state because it is centrally located and is equidistant to all major cities of India Madhya Pradesh has rich mineral resources and has the largest reserves of diamond and copper in India State government is actively working with World bank, IFC, DFID and other DFIs on host of developmental projects Leads in iron, steel, ferroalloy & aluminium production. It also has a strong base for coal-based power generation Has a stable political environment and is actively working with IFC, DFID and other development organizations Offers a wide range of fiscal and policy incentives for businesses
Agriculture: Rubber, Food & beverages Industries: Mining, Minerals, Iron & Steel, Engineering, Chemicals, Handloom, Plastics, Printing & Packaging, Tourism Agriculture: Agri processing, forest based industries Industries: Mining, Minerals, Auto & Auto components, Textiles, Cement, Pharmaceuticals, Minerals, Manufacturing, IT & ITes, Tourism Agriculture: Agriprocessing, Food & beverages Industries: Mining, Minerals, Aluminum, Handloom,Tourism , Electronics, Iron, steel & Ferroalloy
Iron & steel ancillary units Engineering & fabrication Auto components Textiles Casting & metal fabrication
Food processing industries Handloom Handicrafts Textiles Agro & Forest based industries
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts
Major industries
Major clusters
It is a natural corridor between the wealthy Northern and the prosperous Western states of the country, which makes it an important trade and commerce centre Rajasthan is one of the most attractive tourist destinations in India Rajasthan offers a variety of unexploited agricultural and mineral resources, which is indicative of scope for value addition and exports Rajasthan s GDP growth rate fell from 11% for the year 2010-11 to 5.4% for the year 2011-12 Newly formed state government in Uttar Pradesh is seen as an industry friendly government Government is actively working with Gates foundation, DFID and others The state has witnessed high infrastructural growth , which is seen as a positive facilitator for industrial growth, in the past few years
Agriculture: Agriprocessing Industries: Cement, IT & ITes, Ceramics, Mining, Minerals, Steel, Chemicals, Auto & Auto components, Textiles, Gems & Jewellery, Marble
Ceramics Textiles Marble slates Auto & Auto components Food processing Gems & Jewellery
One of the most needy Low Income state Under the new government , the erstwhile communist state is actively looking for a larger role by the private sector for its growth It has a good geographical advantage due to its proximity with sea ,North east and other landlocked countries
Undulating topography and varied agroclimatic conditions offer vast potential for horticulture and growing a variety of fruits, vegetables, spices, aromatic and medicinal plants, flowers and mushroom Central government is taking up many initiatives to improve infrastructure and other amenities in the state
Agriculture: Agro processing, Food processing Industries: IT & ITes, Ceramics, Mineral based industries, Tourism, Sports goods, Leather based industries, Textiles, Handloom & Handicrafts, Auto & Auto components Agriculture: Tea, Jute products, Agri & Agri allied industries Industries: Mining, Minerals, Petroleum & Petrochemicals, Leather, Iron & Steel, IT, Auto & Auto components, Biotechnology Agriculture: Cane & bamboo, Horticulture Industries: Art & crafts, Weaving, Carpet weaving, Wood carving, Ornaments, Tourism, Saw mills & plywood, Power, Mineral based industries
Engineering equipment Textiles Leather products Auto & Auto components Rice mills Foundry
Engineering equipment Textiles Leather products Auto & Auto components Rice mills Foundry
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts
Major industries
Major clusters
Assam is the largest economy of the Northeast region and is the most industrially advanced state in the Northeast India Assam is rich in natural resources such as natural oil and gas, rubber, tea, and minerals such as granite, limestone and kaolin The state is rich in water resources. Other potential areas of investment include power and energy, mineral-based industries, tourism and crude oil refining Manipur has significant potential for growing various horticultural crops because of varied agro-climatic conditions A wide variety of rare and exotic medicinal and aromatic plants grow in Manipur and Entrepreneurs get easy access for processing and marketing such plants With 79.8 per cent literacy rate, Manipur offers a largely educated workforce. Good Knowledge of English is an added advantage of the Manipuri workforce Meghalaya is endowed with abundant natural resources in terms of flora, fauna, medicinal plants, forests, coal, lime stone, feldspar, quartz, sillimanite, granite, industrial clay and uranium Meghalaya has a literacy rate of 75.5 per cent and a majority of local population speaks and understands English The state provides good support through various central and State Government agencies
Agriculture: Tea, Food processing, Horticulture, Sericulture Industries: Coal, Oil & Gas, Limestone, Cement, Tourism, Traditional cottage industry
Manipur 27 / 29 14 / 15 in LIS/NES
Agriculture: Food processing, Sericulture Industries: Tourism, Handlooms, Handicrafts, Bamboo processing
Meghalaya 24 / 29 12 / 15 in LIS/NES
Mizoram 25 / 29 13 / 15 in LIS/NES
Mizoram contributes 14 per cent to the countrys bamboo production; the climate is ideal for setting up agricultural and forestry produce-based industries With a literacy rate of 91.6 per cent, Mizoram offers a highly literate workforce. Knowledge of English is an added advantage With improving connectivity and the establishment of trade routes with neighbouring countries, trade facilitation has improved significantly over the last decade
Agriculture: Agro processing, Food processing, Horticulture, Dairy & Livestock Industries: Tourism, Mining, Cement, Steel processing, Handlooms, Handicrafts, Hydroelectric power Agriculture: Bamboo, Sericulture, Food processing, Medicinal plants, Horticulture Industries: Tourism, Energy, IT, Minerals & Stones, Handlooms & Handicrafts
Handicraft Handloom
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts
Major industries
Major clusters
Nagaland has a high literacy rate of 80.1 per cent. Majority of the population in the state speaks English, which is the official language of the state The state provides institutional support through various central and State Government agencies viz., North East Council, Ministry of Development of North Eastern Region and Nagaland Industrial Development Council Tripura is rich in natural resources such as natural oil and gas, rubber, tea and medicinal plants Tripura is connected with the rest of Northeast India by National Highway (NH)-44. Improved rail, air connectivity and establishment of trade routes have further facilitated the trade At 87.8 per cent, Tripuras literacy rate is higher than the national average rate
Agriculture: Bamboo, Sericulture, Horticulture Industries: Tourism, Handlooms, Handicrafts, Minerals, Mining Agriculture: Tea, Rubber, Bamboo, Sericulture, Medicinal Plants, Horticulture Industries: Natural Gas, IT & ITes, Tourism, Handlooms, Handicrafts
Handicraft Handloom
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key indicators across LIS & NES: Access to water and sanitation
% of population with access to improved water sources
Northeastern States (NES)
93 82
Government along with bilateral aid and loans from multilateral development banks loans have created successful PPP models Government of Indias Total Sanitation Campaign (TSC) is operational in 578 rural districts with an outlay of $3.35bn; for each sponsored project, the central govt shares 60% of total cost, while the state and the community contribute 20% each Key policies: JNNURM, National Water Policy & other state policies
81 77 83 95 91
23 17 25 26 60
Arunachal
Assam Manipur 33 75
93
70
89
96
50 80 60
66 98 94
51 India avg.
90 88 87 80 86 76 80 77 44 31 62 32 55 23 53
82
Central government is focusing more on Nuclear Energy & Solar Energy to electrify the un electrified villages and under electrified villages Solar Mission is expected to create more than 100,000 jobs and attract USD 820mn investment Central government has announced taxfree bonds of USD 1.90bn for financing projects related to power sector Key policies: Solar Mission, Electricity Act 2003, Electricity Act During 2006, Revised tariff guidelines, National Biomass Cook stoves Initiatives (NBCI)
Arunachal
Assam Manipur
70
80 69
19
62 25
83 14 79 16
37
67 31 India avg. India avg. NOTE: Solid fuels include biomass fuels, such as wood, charcoal, crops or other agricultural waste, dung, shrubs and straw, and coal.
SOURCE: India Census, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Total expenditure on healthcare is expected to increase to $81.2 bn by 2015 To meet domestic demand, India needs $143 bn investments in healthcare by 2030
12.8
5.0
14.1
2.8
Government of India has decided to increase expenditure on healthcare to 2.5% of the GDP by 2017, from the current 1.4% Government allots high priority to proposals related to hospitals, life saving drugs and equipment
Key policies: National Rural Health Mission (NHRM), National Urban Health Mission (NUHM)
10.4
4.5
12.3 9.2
5.3
11.8
6.1 7.4 India avg. India avg. SOURCE: HRH Report I; Public Health Foundation of India; World Bank
By 2020, India needs 800 more universities and 35,000 colleges to meet the demand
64 76 76 90 69 87 61 85 30 12 44 24 41 35 26
58
The sector witnesses spends of more than $10.4 bn, which is estimated to grow at 18.0% annually Key policies: Right to Education Act (RTE), and Foreign Educational Institutions Bill (FEIB) RTE makes access to primary education a fundamental right and mandates 25% reservation for underprivileged students in schools FEIB allows FEIs to setup multidisciplinary campuses and award degrees; it mandates FEIs to invest at least 51% of capital expenditure required and regulates the admission process, fee structure, period of operation
Arunachal Assam
91 76
18 21
77 89 102 97
19 16 14 20
72 India avg.
30 India avg.
SOURCE: UNESCO; CIA Factbook; State Elementary Education Report Card, DISE (2010-11)
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
4 5
NDSC website Coordinated Action on Skill Development, Planning Commission 6 Business Standard, May, 2012 7 NSDC, May, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
8 9
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
10 11
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
12
NRLM Website
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
13 14
Times of India, Jan, 2012 National Innovational Council Website 15 Indian Express, November, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
16
NABARD website
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Table of Contents
1. 2. Context and methodology ............................................................................................................... 4 Recommendations ........................................................................................................................... 5 2.1 2.2 2.3 3. 3.1 3.2 3.3 3.4 4. 4.1. 4.2. 4.3. 4.4. 5. 5.1 5.2 5.3 5.4 6. 6.1 6.2 7. 7.1 7.2 Relevance ............................................................................................................................ 5 Strategy ............................................................................................................................... 7 Fund Operationalisation .................................................................................................... 10 Overview of performance on economic and social indicators .......................................... 11 Key trends shaping the economy ...................................................................................... 15 Size of the market at the base of the pyramid .................................................................. 19 Climate for enterprise and investment ............................................................................. 20 Overview of performance on economic and social indicators .......................................... 22 Key trends shaping the economy ...................................................................................... 25 Size of the market at the base of the pyramid .................................................................. 28 Climate for enterprise and investment ............................................................................. 29 Overview of our methodology .......................................................................................... 30 Analysis of findings ............................................................................................................ 32 Funding needs of Inclusive Businesses .............................................................................. 44 Implications for ADB .......................................................................................................... 48 Overview of our methodology .......................................................................................... 49 Analysis of findings ............................................................................................................ 50 Overview of our methodology .......................................................................................... 59 Analysis of findings ............................................................................................................ 60
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
List of Figures
Figure 1: Framework to organize insights collected in the study ........................................................... 4 Figure 2: Total and equity-only FDI inflows into India .......................................................................... 11 Figure 3: Gross domestic product (GDP) at PPP ................................................................................... 11 Figure 4: Historic and planned sector growth rates ............................................................................. 12 Figure 5: Contribution of sectors to GDP and labour force employment............................................. 12 Figure 6: Percentage of India's population in 9 poorest states ............................................................ 14 Figure 7: Projections for India's working age population ..................................................................... 16 Figure 8: Distribution of urban and rural population ........................................................................... 16 Figure 9: Increase in the number of urban towns ................................................................................ 17 Figure 10: Annual household consumer expenditure in India (1987-2010) ......................................... 18 Figure 11: Market size of India's BOP ................................................................................................... 19 Figure 12: India's credit ratings by various rating agencies .................................................................. 21 Figure 13: Gross domestic product of South and Southeast Asian countries ...................................... 22 Figure 14: Weighted contribution to GDP growth rate by sectors ....................................................... 23 Figure 15: Composition of FDI inflows .................................................................................................. 24 Figure 16: Age profile of Sri Lankas population ................................................................................... 25 Figure 17: Unemployment in Sri Lanka by education level and age group .......................................... 26 Figure 18: Segmentation of market at the base of the pyramid .......................................................... 28 Figure 19: Distribution of survey respondents ..................................................................................... 30 Figure 20: Primary BOP engagement mode of survey respondents..................................................... 32 Figure 21: Additional BOP modes of engagement ................................................................................ 33 Figure 22: Consumer model strategies ................................................................................................. 33 Figure 23: Distributor model strategies ................................................................................................ 34 Figure 24: Supplier model strategies .................................................................................................... 35 Figure 25: Employee model strategies.................................................................................................. 35 Figure 26: Benefits to company of being inclusive ............................................................................... 36 Figure 27: Benefits to the BOP of inclusive businesses ........................................................................ 37 Figure 28: Level of social impact measurement ................................................................................... 38 Figure 29: Geographical spread of IB operations ................................................................................. 39 Figure 30: Perceptions of operating in low-income states ................................................................... 40 Figure 31: Critical growth factors.......................................................................................................... 40 Figure 32: Key risk factors ..................................................................................................................... 41 Figure 33: Equity received to date ........................................................................................................ 44 Figure 34: Debt received to date .......................................................................................................... 44 Figure 35: Credit guarantees raised to date ......................................................................................... 45 Figure 36: Required investment size, by sector .................................................................................... 45 Figure 37: Investment size by geography and mode of engagement................................................... 46 Figure 38: Ideal grant-funded investments .......................................................................................... 46 Figure 39: Composition of Dalberg's sample of 21 fund managers ...................................................... 49 Figure 40: Market capitalization of countries in South and Southeast Asia ......................................... 50 Figure 41: Number and volume of PE (non real estate) investments in India ...................................... 50 Figure 42: Responses to the question: "What is your general outlook for India's economy?" ............ 51 Figure 43: Sector prioritization analysis................................................................................................ 54 Figure 44: Illustrative approaches of major investors deploying equity/debt to IBs in India............... 60 Figure 45: Exposure of major investors deploying equity/debt to priority sectors in South Asia ........ 61
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Figure 1: Framework to organize insights collected in the and (1) Relevance of ADBs potential IB fund, (2) investment strategystudy(3) fund operationalisation
Key questions addressed in our study
a. Are macroeconomic conditions conducive for IB growth?
Relevance
b. Are macroeconomic and business conditions favorable for VC/PE investment? c. Is there demand from inclusive businesses to seek out VC/PE investment? a. What size of enterprise and investment should the fund target? b. Which sectors should the fund prioritize?
Strategy
c. Should geography be a factor, and if so, where should the fund focus? d. Which financial instruments should the fund deploy? e. Should mode of engagement be an investment criterion? f. Which company-specific parameters should influence investment decisions? a. How should ADB engage existing PE funds investing in IBs?
Operationalisation
b. Who should ADB target to raise funds from? c. What are some other key considerations to set the IB fund up for success?
The approach Dalberg used to answer the above questions had four distinct parts: A. Assessment of macroeconomic and microeconomic conditions in India and Sri Lanka B. Mapping of inclusive businesses operating in India and Sri Lanka through an online survey of 7 130 businesses, and interviews with 20 potential investees for ADB C. Assessment of strength of capital markets in both countries through interviews with 21 fund managers with exposure to inclusive businesses D. Mapping of potential co-investors (donors) in ADBs fund through interviews with 11 agencies including family foundations, banks, DFI-funded investors and bilateral aid agencies The detailed methodology adopted within each of these work streams is described in the relevant sections of the report.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
2. RECOMMENDATIONS
Based on findings across multiple work streams, we believe that ADB should adopt a three-pronged strategy to supporting the development of IBs in India and Sri Lanka 1. Invest in an existing PE fund to provide equity support in the $1-$10 million range to early and early growth stage, small and medium-sized inclusive businesses (IBs) The fund should adopt a sector-agnostic approach with a light preference for education, health, water and tourism sectors The fund should adopt a geography agnostic approach but may consider investing part of its funds in existing low-income state focused funds Mode of engagement with BOP should not be a major criterion for investment; focus should be on innovative high-growth models that are not capital-intensive and more service-oriented The fund management team should have experience in sourcing, managing and exiting investments of under $5 million, the likely size of majority of deals The funds allocation for Sri Lanka should be limited with the expectations of securing not more than 1-2 deals per year Set up a credit guarantee scheme (separate from the PE fund) to support IBs in gaining access to debt, a major area of need in both India and Sri Lanka Set up a technical assistance (TA) facility to provide grant support to investees of the fund for activities that are non-revenue generating and support the creation of public goods In Sri Lanka, the TA facility should also focus on promoting inclusive business practices among the wider business community
2.
3.
The following sections of this chapter present our findings and recommendations in detail, organized by the 3 broad questions outlined in Chapter 1 Relevance, Strategy, and Operationalisation.
2.1 RELEVANCE
PE funding is relevant for growth of small and medium IBs in both India and Sri Lanka; diverse conditions warrant a differentiated approach to investment in both countries. In order to answer this question, Dalbergs team looked at both demand and supply factors. On the demand-side, we examined whether macroeconomic conditions support the growth of IBs and whether IBs look to PE firms to support their growth. On the supply-side, we looked at whether macroeconomic conditions and capital markets support PE investment. In India, the growth of private business is supported by the countrys positive long-term economic prospects driven by favourable demographics and consumption growth. The segment of the private sector expected to grow the fastest is the collection of approximately 12 million small and medium enterprises (SMEs) that employ over 30 million people. Within this large set, there are thousands of inclusive businesses that engage members of Indias vast BOP population (>1 billion) and need growth financing in the range of $1-10 million. Impact investors are particularly optimistic about the growth of enterprises that provide access to basic services like energy, water, education and health as Indias massive BOP population suffers deprivation across multiple development parameters2. For the VC/PE community (supply-side), Indias most attractive features are the size of its stock market, IPO issuing activity and expected economic growth. PE market statistics show that the number of deals is increasing, indicative of more opportunities for PE investment. While an unclear
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
regulatory environment and inadequate infrastructure do pose challenges to doing business in the country, we feel that these will dissipate over a 10 year period. In Sri Lanka, conditions warrant a different, more measured approach. Sri Lankas economy has grown at over 8% since 2009, when its 26-year long civil war ended. The government has initiated a number of measures to stimulate the growth of businesses in sectors like tourism where the target is to attract 1.5 million tourists by 2016 from 850,000 in 2011. The results of these efforts are beginning to show from 2011 to 2012 the country jumped 9 places in the Doing Business Rankings and is ranked 89th of 183 countries which is second best, behind Maldives, in the South Asia region. Fund managers (there are 2 active fund managers at present) expect investment opportunities to emerge in the SME sector, especially in services and manufacturing companies catering to the needs of larger firms in inherently inclusive sectors like tourism, agri-business and renewable energy. These businesses are expected to engage hundreds of BOP members as employees and suppliers addressing Sri Lankas problems of a high youth unemployment rate (20%). Consumer-oriented IBs are less relevant in Sri Lanka due to the relatively small BOP population (<2% of Indias at 12 million people) and the high level of access to basic services contributing to Sri Lankas low multidimensional poverty score of 0.021 compared to India 0.283. It must also be kept in mind that PE is a relatively new asset class in Sri Lanka. The total number of investible opportunities ready to absorb PE funds is said to be in the range of 100-150. This number is hard to verify as accessing opportunities in Sri Lanka is entirely dependent on proprietary networks, unlike in India where the PE market is highly intermediated. Many IBs we spoke with expressed a preference for concessionary debt over equity given the prevailing high interest rates. A lot of groundwork will need to be done to convince business owners to sell their stake. Exit options must also be thoroughly explored before investment. The corpus of money raised by IPOs on the Colombo Stock Exchange increased nearly fivefold from 2010 to 2011, but the LKR 19.2 billion ($165 million) raised by the 13 listings in 2011, is small in absolute terms. Overall market capitalization as a percentage of GDP continues to remain very low at 40.2% of GDP, compared to other nations like India (93.6%), Philippines (78.8%) and Indonesia (51%). While the small size of the Sri Lankan PE market and relatively weak stock market must not be ignored, we believe that risks can be effectively managed by taking a measured approach to investment. ADB should set aside a limited amount to invest through an experienced fund manager with the expectation of making a maximum of 1-2 IB investments a year.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
2.2 STRATEGY
Our findings in response to this question are divided into five parts: a) b) c) d) e) Target size of investment and investee Sector focus Geography focus Mode of engagement and other criteria for investment Instruments to deploy and expected returns
a) Target size of investment and investee ADB should target inclusive SMEs seeking equity infusions in the $1-10 million range with the expectation that most deals will be below $5 million; financing needs of large IBs are being adequately met by the market. Stakeholders across various categories IBs, fund managers and donors have echoed the view that ADBs fund should focus on supporting the growth of small and medium-scale IBs that roughly correspond to the Indian governments small and medium industry classification, i.e. firms with less than $2 million invested in plant and machinery. These firms have limited access to external sources of finance as banks practice collateral-based lending and very few equity investors provide support in the $1-$10 million range, required for early growth financing. Larger firms, on the other hand, have several alternate financing options, including commercial PE (there are over 300 PE funds in India, majority of whom invest upwards of $10 million per deal); commercial bank loans, corporate debt and the stock market. While USD $1-10 million is seen as a relevant range for ADBs fund, investors expect a higher proportion of deals to be below $5 million given the nascent stage of development of most IBs in India and Sri Lanka today. This has several implications for the way ADBs fund must be managed. Smaller deals are often sourced through a proprietary route by experienced, well-networked fund managers. The leadership of these smaller companies (often lead by a single entrepreneur) tends to demand greater involvement from the fund managers team and require more assistance across multiple areas including but not limited to finance, human resources, marketing and corporate governance. ADB should factor these realities into the fund design and any future due diligence of fund managers. b) Sector focus ADB should adopt a sector agnostic approach, but prioritize 4-5 sectors that deliver strong social and financial returns; preferred sectors should be education, healthcare, water and tourism. Though the overall market for PE deals in India is substantial (460 deals in 2011), very few sectors, barring large infrastructure, real estate, finance and telecom, see sufficient annual deal flow to warrant exclusive focus. Highly inclusive sectors like agriculture saw fewer than 4 deals per year between 2005 and 20103. The relative lack of depth in any specific sector has resulted in very few sector-specific PE funds - over 80% of the 300+ PE funds active in India today are sector-agnostic. Given the newness of the asset class in Sri Lanka, adopting a sector-agnostic approach is perceived by many as the only feasible approach. Acknowledging the constraints imposed by the stage of PE market development, we recommend that ADB adopt sector-agnostic approach with a light focus on 4-5 sectors that deliver high financial and social returns, in addition to being relatively asset-light and free of risks such as over-regulation
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
and ESG concerns. Based on Dalbergs analysis of these factors and risks, inclusive businesses in education, healthcare, water and tourism appear to be the most attractive. c) Geography focus ADB should adopt a geography-agnostic approach and may consider investing part of its fund in existing low-income states (LIS) focused funds. Low deal flow is a key reason cited by many impact-oriented investors as the key reason for maintaining a pan-India investment approach instead of focusing exclusively on Indias low-income states in the north and east. Indias high and growing incidence of urban poverty (298 million BOP live in urban areas that typically fall in high-income states) and the pan-India growth plans of majority (over 75%) of IBs that responded to our survey, are additional arguments in favour of a geography-agnostic approach. There are, at present, only two funds in India which invest exclusively in low-income states. Both were launched in 2012 with support from DFIs and DFI-funded investors like DFID, CDC and IFC and their performance is yet to be assessed. In Sri Lanka too, investors are wary of exclusively focusing on post-conflict provinces in the north & north-east and under-developed eastern and southern provinces. The higher operational costs (personnel and time) of sourcing deals from these regions were also cited as a disincentive. While uncertainty concerning deal quality and deal flow can be mitigated with an agnostic approach, the argument still remains that under-developed regions deserve special attention. Several donors and fund managers believe this can be achieved through appropriately designed monetary incentives for fund managers e.g. increase in fees and carry for deals executed in low-income states/post-conflict regions. Another, more straightforward approach to achieving focus and one that we endorse, is for the ADB to consider investing a part of its fund with existing low-income states-focused SME funds to complement and leverage the efforts of other DFIs. d) Mode of engagement with the BOP and other criteria Mode of engagement with BOP should not be a major criterion for investment; focus should be on innovative high-growth models that are not capital-intensive and more service-oriented. The ADB should invest in innovative businesses that engage the BOP in a variety of ways. We find that successful IBs tend to utilize more than one mode of engagement, sometimes even three or four. In the Indian context, all modes of engagement are relevant and have high potential for social impact and financial returns. The relatively small size of the BOP in Sri Lanka and high level of human development, reduce the relevance of pursuing consumer-oriented models in Sri Lanka. Across the board, stakeholders have mentioned that mode of engagement should not be used as a criterion for investment. The more important questions to ask are whether the business model is a capital-intensive one, as is the case with most real estate and microfinance firms; whether the model is service-oriented; and, how, if at all, technology is leveraged by the model. These factors are seen to play a greater role in determining the scalability and long-term impact of an IB business model than the mode by which they engage with BOP. e) Instrument and returns expectations ADB should observe financial discipline across all instruments that it deploys; reasonable net financial return expectations provide an opportunity to service the large need for non-equity instruments. In our assessment, ADBs expectation of net financial returns in the range of 10-12% can be met by observing discipline across the instruments deployed by the fund. This implies that expected returns
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
on equity and debt should be no less than market rate (typically in excess of 20% for equity and 14% for debt, gross). A strategy that is focused solely on equity will not address the large underserved need for debt for working capital, which is currently a critical barrier to growth of inclusive businesses, largely for want of collateral/security. ADBs reasonable overall returns expectations and impact-orientation provide an important opportunity to address this issue by allocating a portion of funds to stimulate greater lending to IBs. This could be achieved through a credit guarantee scheme, targeted at IBs/existing investees that are keen to access debt from the commercial banking sector. Such an intervention would also be very timely. A number of PE funds are currently contemplating launching Non-Banking Finance Companies to provide debt to businesses A technical assistance (TA) or grant facility, comprising roughly 5% of the total fund, is another important mechanism to supporting the growth of high potential IBs. TA is seen as most relevant for non-revenue generating activities such as R&D, ESG4 improvement and the creation of public goods such as training and awareness generation.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Equity
Power
9% investment
Overall investment, largely gross fixed capital formation, has grown exponentially in India since 2001, when it represented 23% of GDP. In 2011, this figure stood2011-2012 at 34%. A good indicator of a countrys future growth prospects, Indias gross fixed capital formation is expected to continue to be around 35% of GDP in the near future8. A booming services sector has led Indias growth story over the last decade, but a languishing agriculture sector has limited the inclusiveness of this growth.
26%
Service sector
$ trillions 60
China India US
40
20
2
Brazil Japan
Over the last decade, Indias GDP has been growing at an average of around 8% per annum, making it one of the fastest growing major economies in the world. At a total size of $1.45 trillion, the Indian economy is the 11th largest by nominal GDP and at a total size of $4.82 trillion (PPP), the 3rd largest by Purchasing Power Parity (PPP) behind the US and China. Multiple forecasts predict this trend continuing to accelerate, and by 2020 Indias GDP in PPP terms is expected to rise to $8.01 trillion9. While Indias economy as a whole has been growingly rapidly, the key economic sectors of agriculture, industry and services have been growing unevenly. Data from past five-year plans, 9th Plan (1997-2002), 10th Plan (2002-2007) and 11th Plan (2007-2012) point to the fact that the
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
agriculture and allied services sector, which employs over 50% of the countrys population, has grown significantly slower (less than 3.5% annually) than the services sector (approx. 7.5% annually). 3. has significantly limited the inclusiveness of rates This Historic and planned sector growthIndias growth.
Figure 4: Historic and planned sector growth rates
% growth rates
9th plan (97-02) Agriculture, Forestry and Fishing Industry Mining & quarrying Manufacturing Elect., gas & water Construction Services Trade, hotels & restaurants Transport, storage, and communication Banking and financial services 2.5 4.3 4.0 3.3 4.8 7.1 7.9 7.5 8.9 8.0 10th plan (02-07) 2.3 9.4 6.0 9.3 6.8 11.8 9.3 9.6 13.8 9.9 11th plan (07-12) 3.2 7.4 4.7 7.7 6.4 7.8 10.0 7.0 12.5 10.7 12th plan (12-17) Low Growth Estimate * 4.0 9.6 8.0 9.8 8.5 10.0 10.0 11.0 11.0 10.0 High Growth Estimate* 4.2 10.9 8.5 11.5 9.0 11.0 10.0 11.2 11.2 10.5
7.7
5.5
5.3
7.8
9.4
8.2
8.0
9.0
8.0
9.5
* Low growth target - 9% target ; high growth target -9.5% Note: Classification of sub-sectors into industry & services is done according to planning commission of Indias method SOURCE: Faster, Sustainable and More Inclusive Growth An Approach to the Twelfth Five Year Plan 2012-2017; Planning Commission-2011, Government of India
The sections below describe the trends and issues across these key sectors:
The agricultural sector, comprising of activities such as crop farming, horticulture, animal husbandry and fisheries, provides livelihood to roughly half of Indias population, and is a high-impact sector in the context of inclusive growth. Its contribution to Indias GDP, however, has reduced from 29.3% in 1990-91 to 18% in 2011201210. In the most recent 11th plan period (2007-12), agriculture grew by only 3.2%, as compared to the target of 4%. Furthermore, within that period, the sector stagnated at 0.1% growth for two consecutive years between 2008 and 2010.
: asdasd
Industry
488 million
Agriculture
26%
52%
14%
Services 56% 34% Sectoral contribution to GDP (2011) Labour force by sector (2009)
Under-investment in critical infrastructure, inefficient land-use patterns and seasonal uncertainties are to be SOURCE: CIA Factbook blamed for the sectors poor performance. In the 12th 5-year plan (2012-2017), the government plans to achieve growth rates over 4% by focusing on non-farm activities, such as post-harvest operations, rural supply chain management, and warehousing, which can all contribute significantly towards the expansion of employment and income opportunities.
INDUSTRY
Though industry has grown faster than agriculture (a 7.4% growth rate11 during the recent plan period), growth has still been below expectations (10-11%). Within that period, the growth of the
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
sector, which includes mining and quarrying, manufacturing and energy, dropped from 12.2% in 2006-2007 to 3.9% in 2011-2012. Furthermore, its contribution to Indias GDP decreased from 28.7% to 26%12. In addition to contributing heavily to overall GDP growth, a growing industrial sector is essential for absorbing surplus labour from the agricultural sector. Growth in industry has been impeded by challenges in land acquisition and poor energy and water infrastructure. In more recent times (2011-12), the high interest rates imposed by the central bank to combat inflation have been blamed for the slow growth of industrial output, as measured by Indias Index of Industrial Production.
SERVICES
The services sector in India has grown sharply over the past decade and continues to do so. Services comprise of financial services, information technology and information technology-enabled services (IT and ITES), tourism and hospitality, health, education and construction. Combined contribution of all service-oriented industries to Indias GDP has grown from 54% in 2006-07 to 59% in 2011-12. The services sector is currently growing at a healthy 10% annually. This growth in the service sector has been led primarily by private enterprises, aided by Indias large pool of workers, both skilled and unskilled. The sectors activities have resulted in massive job creation, and it has become a catalyst of urbanization and urban migration. The construction industry alone provides direct/ indirect employment to 35 million people and is expected to employ 92 million people by 2022. Indias limited inclusiveness of growth is reflected in its significant economic inequality and poor performance on human development indicators. Despite emerging as one of the worlds largest economies, Indias per capita income still places it in the low-middle income bracket, as per World Banks definition of country lending groups. At $3,694 (PPP), Indias per-capita income places it at the 129th place in the world; just below Iraq13. In 2004-05, the average per capita income of Indias bottom quintile by income was $176 (INR 9,305) but $1,997 (INR 105,845) for the top quintile, an eleven-fold difference in income levels. As per the India Human Development Survey 2010, consumption-based inequality measured by the Gini coefficient stood at 0.38, which is considered to be moderately unequal by world standards and is slightly below most low-middle income developing countries, where the consumption-based Gini coefficient ranges from 0.40 to 0.50. At 0.52, Indias income-based Gini coefficient is much higher than that commonly observed in emerging economies, reflecting its significant levels of inequality14. On a per person basis, therefore, India may be considered a lower-middle income economy with huge disparities in levels of income. Indias progress with regard to human and social development has not been as robust as its economic growth. High GDP growth rates have not translated to a proportional reduction in poverty, improvement in health outcomes, access to education and skill development, and an overall improvement in quality of life. While India has the 3rd highest GDP (PPP) in the world, it was ranked 134th out of 187 countries on the UNDP Human Development Index in 2011. Though there is no commonly accepted measure of poverty in India, the Tendulkar Committee, the most recent official endeavour to estimate poverty, placed the percentage of people living below the poverty line at 29.8% of the population (355 million people) in 2009-2010, down from 37.2% in 2004-2005. The same committee placed the urban poverty line at $0.54 (INR 28.65) per day and the rural poverty line at $0.42 (INR 22.42) per day. However, the committees methodology has come under criticism for placing the poverty line too low, and is currently under review.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
States
In addition to income-based poverty, most Indian citizens lack access to basic services of a reasonable quality. There is less than 1 hospital bed per 1000 people in India while the world average is 3 beds per 1000 people. There are over 40 children per classroom in India while the world average is just under 2415. Taking access parameters into consideration, the Oxford Poverty and Human Development Initiativedevelopers of the Multi-Dimensional Poverty Index estimated that in 2011, 53.7% of the population was living below the poverty line. There are more poor (as per MPI) in eight Indian states than in the 26 poorest African countries combined. 421 million people in the Indian States of Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Orissa, Rajasthan, Uttar Pradesh, and West Bengal live in multi-dimensional poverty.
AS (3%)
RA (6%)
UP (16%) MP (6%)
BI (8)%
WB (8%) JH (3%) OR (8%) CH (2%) 0.001 0.100 0.101 0.200 0.201 0.300 0.301 0.400 0.401 0.500
NOTE: UP - Uttar Pradesh; RA Rajasthan; MP Madhya Pradesh; CH Chhattisgarh; OR Orissa; JH Jharkhand; BI Bihar; AS Assam; WB West Bengal SOURCE: Oxford Multidimensional Poverty Index 2011 ; India Census Data 2011
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35%
31%
27%
58%
62%
64%
65%
65%
62%
7% 2001
8% 2010
10% 2020
12% 2030
16% 2040
20% 2050
An increasing proportion of Indias labour force comprises casual labour, driven by the large shift in employment patterns from farm-based to non-farm based temporary or contractual jobs. In 2010-11, 36% of Indias population was either employed or available for employment. With 790 million people in the working age population, Indias labour force is roughly 430 million strong. 40 million people, 9.4% of the labour force, are unemployed. 7 The National Sample Survey Offices statistics released in 2011 indicate that there has been a shift in employment pattern across the country with the number of casual workers increasing by 21.9 million and the number of regular workers reducing by half from 2004-05 to 2009-10. Based on other macro-economic data it appears that there is a structural shift taking place with people from the rural sector taking up temporary and contract jobs in labour-intensive industries like construction, manufacturing and the rapidly growing services industry that can absorb low-skilled labour quickly.
Despite the shift, the agriculture & allied services industry continues to be the largest employer in the country employing 46% of total employment. Over 50% of all people employed in rural areas work in agriculture or allied industries. The other significant employment industries in rural areas are construction, manufacturing and wholesale and retail trade. Together with agriculture, these industries employ over 77% of the rural labour making them high-impact sectors with respect to employment. 3. Rapid urbanization has been fueled by a shar
Figure which lack municipal rural In urban areas, manufacturing, wholesale & retail and towns,8: Distribution of urban and facilities community services stand out as industries employing the population highest percentage of the labour force. Billions
1.4
In terms of size of the enterprises, 66% of the employed people work in enterprises that have less than 10 employees. A further 3% work in enterprises with between 10 and 19 employees and only 7%22 in firms with over 20 employees23. Rapid migration away from rural areas has led to widespread, unplanned urbanization; there is a large opportunity to tackle the resulting urban poverty. Urbanization in India is fuelled by migration of the rural
1.2
1.0 0.8 Urban Rural 26% 74% 72% 70% 28% 30%
35%
65%
1991
2001
2011
2021
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
population to existing urban areas and by growth of new urban areas. In 2001, 285 million people lived in designated urban areas. This increased to 380 million in 2011 and as per the Government of Indias projections; over 600 million people will live in urban areas by 2030. Between 2001 and 2011, India witnessed a 54% increase in the number of urban towns from 5,161 in 2001 to 7,935 in 2011. Most of this increase, 2,532 towns, is on account of growth of census towns, rather than statutory towns, which saw an addition of only 242 between 2011 and 201124. Statutory towns are towns that have statutory governing structures like municipalities or town corporations. Census town do not have urban governing structures and are largely rural or semiurban areas that turn urban on account of densification of their population. Census towns have poor civic urban infrastructure like roads, water, sanitation, etc.
towns
000s +54% 7.9 +10% 4.7 Statutory Town 3.0 5.2 4.0
fueled by a sharp increase in number of census ilities Figure 9: Increase in the number of urban With the share of urban population increasing at a rapid pace,
instances of urban poverty have also increased. As per the available data on urban poverty, roughly 80 million in urban India live below the national poverty line25. As urbanization increases across the country, more and more migrants settle in unauthorized tenements often categorized as slums given the lack of legally available affordable housing. Per the 2011 census, 93 million people currently live in slums, a figure that is expected to grow 105 million by 201726.
As per Planning Commission recommendations, the government will need to attract private investment in all 3.9 Census areas of urban infrastructure like drinking water supply, 1.7 1.4 Town sewage treatment, urban roads, urban transport, power, as well as large infrastructure projects. The committee on Indian 2011 2001 1991 Urban Infrastructure and Services, appointed by the Ministry SOURCE: Census of India, Dalberg research and analysis of Urban Development, estimates that $0.7 trillion (INR 39.2 trillion) will be required over the next 20 years to meet the requirements of the projected urban population. With increase in per capita income, consumption expenditure across the country has also increased. As per the National Sample Survey Offices (NSSO) 2011 report on household consumer expenditure in India, the Monthly Per Capita Consumption Expenditure (MPCE) (Mixed Reference Period) has 8 increased substantially in both rural and urban areas. The average MPCE was estimated to be $18 (INR 953) in rural India and $35 (INR 1,856) in urban India in 2009-10, up from $11 (INR 579) and $21 (INR 1,104) in 2004-05, an increase of 65% and 68% respectively. With rising incomes, the composition of consumption expenditure is also changing. As per the NSSO report27, in 1999-2000 food constituted 59.4% of total expenditure in rural areas and 48.1% in urban areas. In the decade since, expenditure on food as a percentage of total spending in rural areas had declined to 53.6% in rural areas and 40.7% in urban areas. This shift in spending on necessities like food and clothing to discretionary items that improve the overall quality of life like healthcare, education, personal products and entertainment, will continue to grow. The McKinsey Global Institute estimates that discretionary spending will rise from 52% of household expenditure in 2005 to 70% in 202528.
3.8
17
3. Annual household consumer expenditure for select years from 1987ADB Inclusive Business Market Study for India and Sri Lanka 2010 Draft Report
Figure 10: Annual household consumer expenditure in India (1987-2010)
Percentage of total expenditure 21% 23% 25% Other discretionary goods and services Clothing, Bedding & footwear Fuel & light Food
29% 5% 10%
31%
8% 7%
6% 7%
8% 7%
6% 9%
64%
64%
60%
56%
54%
1987-88
1993-94
1999-00
2004-05
2009-10
SOURCE: Key Indicator of household consumer expenditure in India 2009 -2010, NSSO; October 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
692
509
84
18 12 10 7 5 2 ICT
45
Other
Food
Housing Education
NOTE: BOP taken as a sum of BOP500, BOP1000 and BOP1500 segments that spend less than USD 4 PPP per day (2005) SOURCE: World Resources Institute, Next 4 Billion Report
As per the World Resource Institutes The Next 4 Billion report, the BOP market in India was 10 estimated to be USD $1.2 trillion in 2005. Of this, the BOP500, BOP1000 and BOP1500 segments, collectively classified as those earning less than USD $4 PPP per day in 2005, presented a USD $692 billion (PPP) consumer market opportunity. On an average, these three segments spent approximately 73.5% of their household expenditure on food and 12.1% on energy, the two highest expenditure heads in terms of percentage of household expenditure.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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slow growth some sectors are expected to perform well, explaining the investment grade rating given by most credit rating agencies.
Figure 12: India's credit ratings by various rating agencies
Rating Agency Standard & Poor Fitch Moodys Dagong Rating BBBBBBBaa3 BBB Outlook Negative Negative Stable Stable Date 25-Apr-12 18-Jun-12 05-Aug-11 11-Jul-11
NOTE: (1) For S&P, Fitch & Dagong, a bond is considered investment grade if its credit ratings is BBB- or higher. Bond rated BB+ Sometimes also refereed to as junk bonds. (2) For Moodys a bond is considered investment grade if its credit rating is Baa3 or higher. Bonds rated Ba1 and below are considered to be speculative grade, sometimes also referred to as junk "bonds. SOURCE: Websites of Standard & Poor, Fitch, Moodys & Dagong
11
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Poor economic growth persisted in the country even after the end of the war in 2009 because of the global recession, which resulted in low exports. The resulting balance of payments crisis prompted the IMF to step in with a Stand-By-Arrangement (2009-12) to stabilize the situation. In June 2012, the IMF, at the conclusion of their staff mission to Sri Lanka, stated that Sri Lankas macroeconomic health had improved. The current account deficit had been curbed, credit growth had been moderated and reserves had been restored to stable levels.37 The Sri Lankan economy is expected to 4. Gross domestic product (GDP) based on purchasing-pow benefit from increased exports as the global economy recovers. The peaceful environment has also brought Figure 13: Gross domestic product of South and Southeast about other favourable changes that have the Asian countries potential to spur growth. Military expenditure $ billions (PPP) is expected to reduce, giving the government Vietnam 500 more flexibility in managing the budget.38 The Bangladesh lifting of unfavourable travel advisories and 400 insurance, issued due to risk of war, will 300 facilitate growth of tourism and trade.39 In the two years since the war ended, the government has spent large sums of money to resettle Internally Displaced People (IDP) and to de-mine prior conflict areas. The government is also focusing on providing sustainable livelihood opportunities to IDPs, which could result in the inclusion of IDPs in the labour force.
200 100 0 1992 1998 2004 2010 2016E Sri Lanka Myanmar Afghanistan
valuation of country
Data is not available for Afghanistan before 2002 and for Myanmar before 1998 SOURCE: International Monetary Fund, World Economic Outlook Database, September 2011
Additionally, multiple infrastructure projects in conflict affected provinces and across the country are likely to be completed by 2013. Between 2009 and 2011, $1.2 billion was spent on infrastructure projects in northern areas alone. Sri Lankas GDP is forecast to double to $189.4 billion (PPP), in the 8 years following the end of the war in 2009.40 The economy grew 8% in 2010 and 8.3% in 2011.41 As of 2011, GDP stood at $116.3 billion (PPP) which is small in absolute terms relative to the size of other countries in developing Asia such as Vietnam, Bangladesh and Pakistan (see figure below). However, it is one of the highest in the region on a per capita basis. GDP per capita reached $5,600 (PPP), after showing strong growth in
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
the post-war years, rising 8.4% in 2010 and 9.7% in 2011. This figure is expected to continue with an increase to $9,000 (PPP) in 2017. The short-term outlook for GDP growth is moderate, given the uncertainties of the global economy. Strong growth of 8% was expected at the start of this year, but the IMF has revised its forecast to 6.75% GDP growth for 2012. 42 The lower forecast is partly due to the impact of the recession and Euro Zone crisis on Sri Lankas trading partners, which will impact the countrys exports. The consequent widening of the trade deficit is expected to put further strain on Sri Lankas balance of payments situation. To avoid this, Sri Lanka might have to go in for a tighter fiscal and monetary policy, which may further slow down output and GDP growth. Sri Lankas services sector is the engine of the countrys growth; construction and hospitality industries have grown significantly in the recent past. The contribution of agriculture, industry and services to Sri Lankas GDP stood at 11%, 60% and 29% respectively in 201143. Agriculture has seen the slowest growth of all three sectors, with a compounded annual growth rate of around 3.5% over the past decade. Tea, rubber, coconut and paddy are the main crops of Sri Lanka. Along with fishing, they form the bulk (approximately 45%) of agricultural output. Fishing has 4.seen strong growth of 12.2% in 2010 and 15.5% in 2012. Output for other crops in 2011 was Sector-wise contribution to GDP growth rate Figure 14: Weighted contribution to GDP growth rate by adversely affected on account of heavy flooding. 44 Currently, about a third of the sectors population is dependent on agriculture and 8.3% 8.0% allied industries. 2% Industry (i.e., manufacturing, mining, etc.) has been the fastest growing sector since 2004, 32% with a compounded annual growth rate of 28% 3.5% 7.5%. The growth of the industrial sector has 11% been broad- based, with construction (14.2%), 34% 61% 60% 62% mining (18.5%) and textiles (10.8%) achieving 56% 56% double-digit growth in 2011.45 46 With reforms and liberalisation after the war, building 2009 2010 2007 2008 2011 capacity is the prime focus of the sector as a SOURCE: Central Bank of Sri Lanka Annual Report -2011 whole. Much of the multilateral grants and loans that Sri Lanka has received have gone towards building infrastructure that is expected to help industries.
6.0% 15% 30% 36% 6.8% 6% 10% Agriculture Industry Services
The services sector has had the largest contribution to growth in GDP over the past 5 years, making it the engine of the economy (see figure above). In 2011, Sri Lanka experienced strong double-digit growth in multiple service sectors including wholesale and retail trade (10.3%), transportation and communication (11.9%), and hotels and restaurants (26.4%).
3
The global recession has affected Sri Lankas economy deeply, indicated by low FDI inflows; recent increase in net inflows has raised hopes. Sri Lanka has been facing a balance of payments crisis which is the chief threat to its economic stability and ties in with other aspects of the economy such as the fiscal deficit and exchange rate depreciation. The crisis became unmanageable in 2009, when the IMF had to step in with a $2.6 billion Stand-By-Arrangement in order to stabilize the situation. The IMF attributed the crisis to the reliance on short term financing of high budget deficits from international markets which were badly hit due to the economic slowdown that year.
23
ADB have Business since the war ended Lanka 4. FDI inflows Inclusiveshot upMarket Study for India and Sriin 2009, but equity flows have Draft Report been contracting for the past 5 years Figure 15: Composition of FDI inflows
$ millions 1,200 Loans and advances Intra-company borrowing Foreign loans Reinvestment of retained earnings by existing companies Equity
800
400
In June 2012, a press release issued by an IMF mission stated that macroeconomic indicators such as the current account deficit, credit growth and level of reserves had shown improvements. The areas that were still under pressure were identified to be government revenue collections and interest expenditures.
Net foreign direct investments have been increasing steadily since the 2007 2008 2009 2010 2011 end of the war in 2009 but total SOURCE: Central Bank of Sri Lanka Annual Report s-2006 to 2011 inflows have been erratic. For instance, total inflows declined in 2009 and 2010 but recovered in 2011 to reach $1.06 billion.47 The poor performance in 2009 and 2010 must be referenced against global FDI flows, which declined sharply in 2008 and 2009.48 Reflective of the recovery in global FDI flows, inflows into Sri Lanka in the first quarter of 2012 exceeded inflows in 2011 in the same period.49
0
In last 2 years the sectors that attracted the most FDI were infrastructure and tourism. Infrastructure 4 projects were the main recipients of FDI in 2010, attracting nearly 60% of total inflows. 50 Tourism accounted for 20% of total inflows in 2011. Although total inflows seem to have recovered from a downturn in 2009 and 2010, the equity component of inflows has decreased significantly from around 30% of total inflows in 2007 to single digit levels between 2009 and 2011. However, based on strong prospects for economic growth in the future, Sri Lanka will likely attract increasing amounts of foreign investment. Sri Lanka has performed strongly on human development indices for its income levels; standards in education and water and sanitation are high, while malnutrition is a major concern. The country has made progress in poverty reduction, while education and sanitation parameters are also above world averages. Nutrition remains an area of concern, especially given the high food expenditure ratio. Sri Lanka has also nearly completed the process of resettling people displaced due to the war.51 Sri Lanka boasts of an unusually high Human Development Index of 0.691. 52 For instance, Turkey has a similar HDI (.699) despite having more than double the GNI per capita (PPP) of Sri Lanka. Sri Lankas Inequality-Adjusted HDI was .57- a discount of 16.2%.The reduced value incorporates the effects of inequality on various sub-dimensions such as education and health. Sri Lankas Multi dimensional Poverty Index score is 0.021, which is not only much lower than most countries in South Asia, but also lower than countries like Turkey, China and Philippines.53 The proportion of poor to total population by the MPI methodology is 5.3%, which is significantly lower than the proportion of poor estimated by other poverty measures such as the National Poverty Line (22.7%) and the World Banks $1.25 Poverty Line (14%).54
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Malnutrition figures however, have not progressed at the same pace, and are a cause of concern. At 21.6% the prevalence of malnutrition, measured as weight for age for children under the age of 5, is roughly the same as the average for developing Sub Saharan Africa56 and much larger compared to Turkeys 3.5%.
EDUCATION
Educational standards in Sri Lanka are also relatively good. The student teacher ratio of 19 compares favourably with a world average of 23.57 More than 95% of the teachers are either trained or graduates themselves. There is gender parity in the number of children in schools. World Bank data shows that in 2006, 99% of all children who join school reach the final primary grade, indicating a low drop-out rate in primary education.
41%
36%
32%
30%
26%
24%
22%
49% 9%
54%
54%
52%
51%
49%
46%
The percentage of people aged 60 years and above is forecast to nearly double from 9.3% in 2000 to 18% in 2025.61 The parent support ratio, has also increased from 2.1 in 2000 to 4.1 in 2025. The decrease in the labour participation rate, from 50.3% in 2000 to 48.1% in 2010, will also add to the strain if the downward trend continues.
To ease the pressures created by an increasing dependency ratio, Sri Lanka 1990 2000 2010 2020 2030 2040 2050 has already begun taking measures like increasing the retirement age of public SOURCE: UN Department of Economic & Social Affairs, World Population prospects, 2010 Revision sector workers. 62 These demographics shifts may be a burden for the government which currently provides free healthcare in its facilities. 63 This may also be viewed an opportunity for private healthcare services.
11% 14% 18% 23% 27%
32%
Although overall unemployment is decreasing, there is a large need for skilled jobs among the educated youth.
5
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Sri Lankas overall unemployment rate has reduced significantly from 8.1% in 2003 to 4.9% in 2010.64 However, when unemployment rates across age-brackets are examined, they reveal that the unemployment rate of youth aged between 15 24 years is very high compared to older age-groups. 1 in every 5 youths is unemployed compared to 1 in every 20 for the entire population. The youth unemployment rate for Sri Lanka is considerably higher than other developing countries in South Asia. The youth unemployment figures for Pakistan and Bangladesh have been below 10%, while the overall unemployment rates were similar to that of Sri Lanka. 65 In terms of unemployment rate across different educational levels, rates are shown to be higher for people with higher educational levels suggesting either a skill mismatch or insufficient employment opportunities for educated people. These are challenges that Sri Lanka will have to address in order to extract the most from the remainder of the demographic dividend.
Figure 17: Unemployment in Srirates by education level level group 4. Unemployment Lanka by education and age
Unemployment rates by education level 18% 16 Unemployment rates by age group 50%
14
12 10 8 6 4 G.C.E (O/L) G.C.E (A/L)+
40
20
Grade 5-9
Below Gr.5 2002 2004 2006 2008 2010
10
2
0 2000 0 2000
Note: (1) Data prior to 2004 for below Gr. 5 is N/A; approximated to that of 2004 (2) G.C.E (O/L): General Certificate of Education Ordinary level (3) G.C.E (A/L): General Certificate of Education Advanced Level SOURCE: Sri Lanka Labor Force Surveys 2000 to 2010
Note: Age groups 15-19 & 20-24 are clubbed into age group 15-24 in the reports of 2008,09 & 10 SOURCE: Sri Lanka Labor Force Surveys 2000 to 2010
Sri Lanka is attracting an increasing number of tourists post war; the tourism industry will 6be an attractive opportunity for investment. The end of the civil war has resulted in the increased attractiveness of Sri Lanka as a tourist destination. The number of tourist arrivals grew from 0.45 million in 2009 to 0.85 million in 2011 and the number of tourist nights increased from 4 million to 8.5 million in the same period.66 In that period, the receipts per tourist per day also increased from $82 to $98. Growth has continued into 2012, as earnings from tourism in the first quarter, grew 25.7% over the same period last year, amounting to LKR 38.7 billion ($340 million).67 Further, luxury hotel chains like Shangri-La, Hyatt and Sheraton are expected to enter the Sri Lankan market in the next few years. Hotels and restaurants gained an edge over telecommunications, as a major recipient of FDI in 2011. This was, however, mostly influenced by the construction of 2 luxury hotels accounting for $130 million in-flows. To capitalize on the increased number of arrivals, 11 new airlines registered to fly into Sri Lanka in 2010 and 2011. The national carrier also expanded operations to tap the traffic from emerging economies.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
The government also launched the National Tourism Strategy in 2011 to make Sri Lanka a sought after tourist destination. As part of this program, the government created the Sri Lanka Tourism Development Authority (SLTDA), to facilitate investments in tourism. The SLTDA received more than 210 investment applications in 2011. The government is keen on increasing the nations capacity to cater to 2.5 million tourists by 2016, and has reduced the taxes on items required by the industry to expand, refurbish or upgrade their services.68
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
4.
38%
Food
13
5% 10%
11% 11% Non-food 10
25%
Housing
SOURCE: Dalberg Estimates using Household Income Expenditure Survey 2009-10, Department of Census and Statistics
Expenditure data reveals that richer deciles spent a larger percentage of their incomes on transport, 27 communication and education. Notably, the spending on education varied from 1.8% for the poorest deciles non food expenditure to 5.9% for that of the richest decile.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
53
> 100 10-100 1-Oct 19% 9% 28%
Including LIS
54%
74%
Geographical presence1
1.
Engagement model2
Turnover ($ millions)
Legal entity
LIS: inclusive businesses (IBs) with operations exclusively in Indias 7 lowest income states (Bihar, Uttar Pradesh, Madhya Pradesh, Chhattisgarh, Assam, West Bengal, Rajasthan, Odhisha, North Eastern States). ; Including LIS: IBs with some operations in Indias lowest income states; Non-LIS: IBs with no operations in Indias lowest income states. 2. Companies which mentioned multiple modes of engagement were reclassified into their primary mode of engagement SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
29
In total, more than 70 responses were collected from the online survey, which represented wide geographic distribution across India. 70% of respondents were businesses with inclusive operations in one or more of Indias lowest income states, of which one third have inclusive operations exclusively in these states.75 The wide geographic distribution was present within sectors as well. Within 8 of the 11 sectors represented, more than 50% of the respondents have operations in lowincome states. Only one third of the respondents had no operations in low income states. Regarding their primary mode of engaging the BOP, 63% of respondents employed a consumer model, while 24% primarily engaged the BOP as suppliers, 10% as employees and 3% as distributors. As explained in more detail below, this distribution is only reflective of companies primary mode of engaging the BOP; several respondents utilized more than one way.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
In terms of annual turnover, 43% of survey respondents currently have a turnover of less than $1 million, and approximately one third have a turnover of between $1-10 million. An additional one third are quite well established, with turnovers of more than $10 million, while approximately one fifth are very big corporations, with over $100 million in annual turnover. A majority of survey respondents were domestic private sector entities; almost one fifth were foreign private companies. Few companies were publicly owned or were public-private partnerships.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Within sectors, inclusive businesses engage the BoP through various models
Figure 20: Primary BOP engagement mode of survey respondents Engagement model by sector N = 120
Agri-business Energy Healthcare Telecom,BPO and IT Retail
23% 38%
33% 19% 69% 46% 15% 25% 50% 60% 50% 75%
17% 25%
30 16 13 13 12 12 10 6 4 3 1
15%
25%
25% 17%
10% 10%
17%
33% 25%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
30
Furthermore, individual inclusive businesses often simultaneously engage the BOP in more than one way. As depicted in Figure 3 below, businesses that sell critical goods and services to BOP populations often also employ individuals from similar backgrounds. Using local distributors, for example, is a very effective method of reaching last mile customers.
32
ADB Inclusive Business Market Study for India and Sri Lanka the most Draft Report common secondary mode of engagement Figure 21: Additional BOP modes engagement within each primary Presence of additional modes of of engagement modes of engagement N = 67
42 7% 14% 16 7 14% 50% 29% 2 Consumer Supplier Distributor Employee No additonal modes
40% of IBs are engaging the BoP in more than one way; the Employee model is
13%
13%
75% 50%
86% 50%
Consumer
Supplier
Employee
Distributor
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Inclusive businesses often begin serving the BOP in one way, and eventually form additional engagement approaches to meet their other needs. Engaging in complementary inclusive initiatives 31 not only brings additional benefits to the target population, but is often also advantageous to the business. Star Agri, an agricultural production and supply chain company, buys agricultural produce from farmers while also providing them with storage facilities (for a fee) and advice on producing high quality crops.
Below, we outline our views on each of the four observed modes of engaging invested in awareness generat 44% of consumer oriented models the BOP as consumers, distributors, suppliers, or employees. of distributor oriented companies appointed franchisees at the lo
CONSUMER MODEL
For the purposes of this study, consumer-based inclusive businesses are defined as those providing a critical good or service to BOP populations. The key feature of companies adopting this model is ensuring affordability for BOP consumers. Waterhealth International, for example, sells purified drinking water in rural India and East Africa for a very low price to encourage the consumption of purified drinking water and thereby reduce the incidence of water-borne disease. Apollo Hospitals, one of Indias largest healthcare companies, is building its Reach hospitals in Tier II and Tier III cities, to bring tertiary healthcare services to underserved communities.
E N
22%
22% 18% 13% 13%
A common challenge facing consumer-oriented inclusive businesses is not whether the NOTE: Some companies used strategies which were listed under different engagement models product/service is affordable in the absolute SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka sense, but the limited cash flow of BOP customers. To address this, businesses consider various financing options, such as monthly
33
Other
13%
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
installment plans, or the possibility of partnering with a microfinance institution (MFI). Edubridge, for example, a skills training organisation for rural youth in India, allows its students to pay class fees in installments. One of the ways in which consumer-oriented inclusive businesses are maximising their reach is through the use of the hub and spoke model. G.V. Meditech, for example, a hospital chain based in Varanasi, India, serves its rural patients through spoke micro-clinics. Patients needing more advanced treatment are referred to its larger, multi-specialty hub, located in the city. As opposed to a larger facility, multiple micro-clinics located in rural areas bring crucial healthcare services closer to rural populations, and their no-frills model reduces operational costs.
DISTRIBUTOR MODEL
Partly due to the high costs associated with using existing distribution channels, some inclusive businesses engage the BOP to reach underserved populations. For example, Greenlight Planet, a company that sells affordable solar-powered lighting products to the BOP, has created an innovative, 1,000-member strong distribution network. Village-level entrepreneurs, called Sun King Saathis, are recruited and trained to sell its solar lighting products in rural villages. These distributors are also responsible for educating consumers on the benefits of using solar lights. Greenlight Planet has found that successful distributors are not involved in any other entrepreneurial activities, which ensures that they are motivated by the sales commission to maximize sales. Further, they should be local, trusted individuals with rd 44% of consumer oriented models invested in awareness generation, while almost 1/3credibility within the local community. of distributor oriented companies appointed franchisees at the local level
Figure 23: Distributor model strategies Engagement strategies of distributor models N = 18
44%
Appoint franchisees at the village level
28%
%
Identify & train micro-entrepreneurs 24%
21%
13%
Similarly, Global Easy Water Products (GEWP) engages farmers to distribute its affordable drip irrigation products to small-scale farmers. Whereas GEWPs distributors are not exclusively from BOP backgrounds, they are still local farmers, and therefore very effective. Given the sensitive nature of convincing a farmer to adopt a new technology which could potentially affect his livelihood, GEWP finds that local farmers are the most compelling salesmen. The company therefore invests heavily in training these front-line salesmen with basic marketing skills. Given the logistical challenges involved in reaching rural areas with critical goods and services, distribution is an area with significant potential for partnerships. ITC Ltd, for example, an Indian multi-business conglomerate, shares its distribution platform with other companies for a fee. This reduces the costs of distribution 37 for every stakeholder.
12%
Other
10%
NOTE: Some companies used strategies which were listed under different engagement models SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
SUPPLIER MODEL
Several inclusive businesses, especially those in the agriculture sector, engage BOP populations as suppliers of key inputs.
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ADB Inclusive Business Market Study for India and Sri Lanka The key strategy of Draft Report
IBs that engage the BoP either as employees or suppliers is to invest in training and skill development
CIC Agri, one of Sri Lankas largest seed to Figure 24: Supplier model supplier models Engagement strategies of strategies shelf agriculture companies, engages over N = 22 20,000 farmers as suppliers of agricultural Invest in training/ produce. Contributing to 6% of Sri Lankas education overall agricultural produce, CIC Agris impact on farmer livelihoods is very significant. It Invest in supply chain provides its vast network of farmers with its infrastructure own seeds and other inputs (such as fertilizer), Engage through and later buys the produce back from these intermediaries farmers at fair prices. To further support its farmers, CIC Agri has also set up a loan scheme Organize suppliers into for them, and provides several forms of cooperatives/associations consultancy services to educate its farmers on farm and soil content management, and Provide financing/credit effective farming and storage techniques.
29%
26%
24%
19%
19%
Other 16% Supplier models are also commonly found in the handicrafts and retail industries. Industree Crafts, a lifestyle retail chain and supplier of NOTE: Some companies used strategies which were listed under different engagement models home dcor products in India, engages 360 SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka suppliers (mostly women) through a network of 18 Self-Help Groups (SHGs). Recognising that networks of rural women are an ideal supplier base for Industree, it proactively organized women into SHGs, and assisted in them in securing loans for working capital against credit notes provided by the company. Furthermore, it provided support with sourcing materials (in this case, natural fibre for weaving) and with training on creating high-quality The keyproducts. of IBs that engage the BoP either as emp finished strategy
EMPLOYEE MODEL
Employing large numbers of BOP individuals is Figure 25: Employee model strategies Engagement strategies of employee models another way through which inclusive N = 31 businesses are directly increasing BOP incomes. MAS Intimates, a Sri Lankan lingerie manufacturing company, employs over 50,000 employees to produce apparel for global brands such as Victorias Secret, Calvin Klein, Ann Taylor, Speedo and Nike. 80% of these employees are women. Though MAS Intimates costs of production are not as low as that of other developing countries that specialize in apparel production, such as China, the company was insistent from inception on providing its workers with fair wages and creating a working atmosphere that significantly surpassed safety and environmental standards. As a result of its strong social values, it is one of Victoria Secrets preferred suppliers, and has won widespread recognition for its model.
Invest in in-house training and skill-upgradation Simplify & standardize work processes Provide benefits above minimum required by regulations Partner with local schools and institutes Partner with NGOs that provide training 16% 40% 54%
Engagement N = 22
Inve
Invest in in
En in
13%
10%
Organize s cooperatives
9%
Provide fin
4%
NOTE: Some companies used strategies which were listed under different engagement models SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
MAS Intimates has built manufacturing plants in semi-rural areas, bringing crucial jobs to thousands of Sri Lankan youth. In addition to the technical skills required for their jobs, MAS employees are trained in general life skills and are encouraged to think about career advancement.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Companies adopt inclusive business models to serve profitable gaps in the market sustainably. Whether companies decide from inception to adopt an inclusive model, or alter their operations to be more inclusive, they experience several benefits of engaging the BOP. Whereas the top reasons cited by our survey respondents of engaging the BOP included lower labour costs, improved relations with the government, and lower transaction costs, the key reasons cited by our interviewees were more nuanced. While some inclusive businesses may have been conceived for Whereas the the benefits to companies of adopting an one reason in particular, others were started due to a combination of top following reasons:
Access to
23
15
45
18
Low labour costs Improved relationship with the government Increase in profits
17
23
25
35
Improved
27
16
33
24
Reduced
15
30
36
19 Improved
37
26
21
16
30
45
19
As hotel guests often want to experience local Access to new customers 42 37 13 8 ingredients and materials, Aitken Spences hotels depend on locals to lead recreational To contribute 75 16 5 excursions and tours.76 For this reason, the hotel to social change maintains a strong, and mutually beneficial and 4 respectful relationship with the local SOURCE: Results from Dalberg-administered survey of inclusive businesses in India communities surrounding its resport. To further ensure this, Aitken Spence hires local high school graduates, guaranteeing them a job close to home. Furthermore, Aitken Spence chooses to engage local BOP farmers as key suppliers of raw agricultural produce, even though it may be easier to source its food from one large supplier. In order to meet the hotels quality standards, therefore, it trains local farmers and provides them with the necessary equipment, such as crates. Another example, CIC Agri depends on tens of thousands of small holder farmers to supply the company with agricultural produce. In order to guarantee them the best price possible, it trains its farmers on how to maximise the quality of their produce. The company offers complementary extension services (technical assistance trainings), not only because its mission is to improve rural livelihoods, but also because it needs to gain the trust of its farmers to ensure a sustained working partnership. As farmers observe their own productivity and profitability increasing due to support from CIC Agri, they are less likely to see the company as exploitative, and therefore likely to remain loyal suppliers. Though several companies employ large numbers of low-income individuals out of need rather than a social initiative (such as those in mining, agriculture, textiles, etc), they are not inherently inclusive businesses. Those that are inclusive, such as those featured in this study, have gone above and beyond simply employing the BOP. They are either heavily investing in skills training, offering a higher-than-minimum salary, or providing them with significant benefits.
Stab
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
financial, the BoP experience businesses Figure 27: Benefits to the BOP of inclusiveincreased
% respondents, N = 68 1 Not important 2 3 4 Very important
access depicted ingoods and services several key As to critical Figure 27, there are
benefits to BOP populations of companies adopting inclusive models, the most important of which is increased access to basic services.
40
20
27
13
Access to credit
37
29
20
15
Improved health/hygiene
43
29
20 8
Reduced discrimination
40
36
16 9
Improved education/skills
33
51
12 4
67
18 9 5
72
21
2
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India
SKILLS DEVELOPMENT
By engaging them as employees, distributors or suppliers, inclusive businesses are developing the skills of BOP populations. In addition to a steady source of income that is often the result of this engagement model, these skills empower the BOP and fundamentally alter their economic trajectory. MAS Holdings, an apparel manufacturing company based in Colombo, and one of Victoria Secrets preferred manufacturers, employs thousands of youth from BOP backgrounds. Though their wages are not significantly higher than other employment opportunities available to educated youth in Sri Lanka (due to a shortage of labour), the professional and life skills taught to MAS team
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
members such as critical thinking and problem solving skills are significant non-financial benefits experienced by the employees. 77
INCREASED INCOMES
Inclusive businesses that engage the BOP as suppliers, distributors and employees directly increase the incomes of these individuals. In most cases, these individuals are earning a higher income than they otherwise would without the presence of the inclusive business.
Access to energy Number of farmers engaged No. of cities reached, number of Milk collection per farmer a result of purchasing its Inclusive businesses may also indirectly contribute increased incomes. As No of camps conducted Awareness about commodity prices Number solar lanterns, for example, Greenlight Planets customers are able to continue working during the of jobs created Consumption patterns Reduction in kerosene usage, exp Amount saved by water consumers on events and nights, allowing them to be productive for longer hours each day. Aspirational goods purchased health Co2 reduction 75% of inclusive businesses in India are either Figure 28: Level of social impact measurement - Rise in students trained
The agriculture companies included in our survey, such as Star Agri, CIC Agri and Nestle, all guarantee the highest possible price to the farmers that supply them with agricultural produce. Star Measuring plague the Indian Agri is able to do this by removing the multiple middle men whosocial impact agricultural sector, impeding farmers from getting higher prices for their crop. CIC Agri and Nestle both train Indirect their farmers on how to improve the quality of their crop, to ensure that their produce is bought at a Direct Number of treated Increase in salary fair price. As a result, famers are earning higher incomes, benefitting from trainings that -are very of patients trained Number persons Increase in cultivated land Number of users, drink water use relevant to their livelihood generation, and are protected from exploitative middlemen. Increase in productivity/yields
directly or indirectly measuring their social impact. Almost half of the IBs in our survey measure their social impact indirectly. This is mostly done by measuring output indicators, such as number of individuals trained, treated, employed, or with improved access to a critical good or service. IBs that are improving livelihoods tend to measure changes in income, number of jobs created, or changes in the expenditure of aspirational goods.
Indirectly measure
45%
Do not measure
25%
Direct measures of social impact, would include metrics such as an increase in awareness about commodity prices and differences in expenditure on healthcare services (to treat water-borne disease). Inclusive businesses choose geographies similar to other businesses presence of a strong market and local availability of human and material resources. Across sectors, inclusive businesses have operations throughout India. This holds true for the Sri Lankan respondents as well. The majority of inclusive businesses have operations in at least one of Indias lowest income states. For some sectors, such as textiles and handicrafts, it is more advantageous for production to take place in the lower-income states, given the large availability of labour. A few companies, however, lament the fact that logistical challenges and poor infrastructure make it very difficult to operate in these states. Some consumer-oriented IBs are fearful of the populations poor credit record and subsequent reluctance of financial institutions to serve this region. This would hamper on their ability to partner with a financial institution to facilitate sales. Furthermore, some companies view local experience as a key criterion for operating in this region.
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ADB Inclusive Business Market Study for India and Sri Lanka Respondents covered a variety of sectors, Draft Report
pan-India presence
N=68
Including LIS 62% 70% 44% 57% 57% 33% 14% 7 29% 57% 20% 5 7 7 20% 9
Telecom,BPO and IT 10% Healthcare Education Energy Water and sanitation Retail 22% 29% 14% 43% 80%
67%
33% 3 67% 3
BFSI 33%
1
37
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
STRONG MARKET
When choosing where to operate, consumer-oriented inclusive businesses first determine whether or not there is a market for its good/service in a prospective region. Attractive geographies would be ones in which there is a lack of access to this good/service. Some consumer-oriented companies also need to ensure that the BOP population has a minimum level of purchasing power. Other IBs focus more on where the need for their service is the strongest, and which areas have the largest BOP populations. One way that geographic expansion is achieved at a low-cost is franchising. AISECT, for example, has expanded to 27 states and 3 union territories because of its franchise network. In addition to being a low-cost model (the company does not have to bear the cost of building new facilities), local entrepreneurs who start each new AISECT centre have crucial local knowledge to leverage.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
population of farmers, the presence of potential substitutes to Star Agris services, and the relative ease of doing business in particular states.
63 69 19 41 38 41 31 32 29 31 6 10 13
LIS presence No LIS presence
49
50
Cultural barriers
No challenges experienced/perceived
22
Scarcity of talent and company innovation are critical to the growth of IBs, though specific success factors vary across sectors SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Of note is the observationWhich of the following have a potential that 50% of our respondents that do not have operations inthelow incomeIB ? to hamper growth of your states % of companies which markedstates to be perceive the security concerns in low income the factor, N=60 a significant challenge, whereas only about a third of IBs working in this area agree with this view.
Scarcity of quality talent 72%
Which of the following have a potential to 43 Figure 31: Criticalthe growth of your IB? enable growth factors
Another interesting observation is companies without Finance income states operations in lowfor capital investments do not perceive60% lack the of talent to be as acute a challenge as it apparently is, Regulatory complexity 57% according to those that have experienced this. Furthermore, IBs unfamiliarcapital low income states do Access to working with 48% not think cultural barriers would be an issue, whereas Poor infrastructure 45% one fifth of IBs in low income states believe this to be an issue. Consumer reluctance
to change behaviour High cost of non-labour inputs High labour costs 38% 28% 25%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
48
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
Technology and cost management will remain the critical success factors for inclusive businesses.
TECHNOLOGY HAS THE POTENTIAL TO SIGNIFICANTLY INCREASE THE IMPACT OF INCLUSIVE BUSINESSES
The majority of inclusive businesses, not unlike any business, would benefit greatly with access to technological products. Across all sectors, technology was identified as a key factor to the success of IBs. Greenlight Planet, for example, is currently piloting the use of mobile technology to track the sales of its 1,000 distributors. This would result in real-time data that would allow optimal inventory management and sales trends. They are also experimenting with remote product monitoring technology that will help them develop new, affordable leasing models. Technology is also seen as the key to keeping a large network of decentralized stakeholders engaged. AISECT, which has set up thousands of centers throughout India that offer educational and skills training services to rural youth, sees technology as the way to improve processes and its management information systems. Star Agri, an agricultural production company, would use technology to keep its network of thousands of farmers quickly and effectively informed of the services available to them, which many farmers are not even aware of. Companies like Shree Kamdhenu Electronics are allowing dairy farmer collectives to gain from the growing demand for dairy products by supplying them with technology with which to improve the quality of their milk. Electronic measurement and quality testing products allow these collectives to assess for themselves the quality of their milk, making the milk collection process transparent and efficient. The role of technology will be particularly important for businesses in the agricultural sector. As agricultural companies strive to capture more value, they will focus on producing more value-added products, such as and company innovation are critical to the growth this will Scarcity of talentcheese and yoghurt. Unlike traditional farming practices, of IBs, require more machinery. In the Sri Lankan market, this development though specific success factors vary across sectors will happen with a growth in its GDP per Which of the following have potential capita, which is expected to increase from its current level of $2,800 to $4,000 aby 2016. Demand for to dairy and processed food products will increase as incomes and tourism rises.
Which of the following have a potential Figure 32: Key riskto hamper the growth of your IB ? factors enable the growth of your IB?
% of companies which marked the factor, N=59 Furthermore, whereas more than half of
48%
45% 38% 28% 25%
Indias BOP population is rural and subsistent on agriculture, Sri Company innovation 71% Lankas labour market is tight, and as incomes rise, labourAccessexpected to move out51% agriculture. As is to technology of machinery will be needed to replace farmers, Rise in domestic technology consumption a greater 51% in the future will play role growth of agricultural companies. The use of Government incentives 32% technology would not only increase productivity, a key priority for Sri Lankas agriculture sector, but it would Increasing export 27% opportunities contribute to improved farmer livelihoods. CIC Agri, a Lower cost company, believes its farmers big agribusiness of 22% physical inputs incomes could be doubled with technology.
COST MANAGEMENT
19%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
M&A opportunities 14% Another key success factor for inclusive businesses is the ability to keep costs as low as possible. Apollos Reach Hospitals, for example, need to keep operating costs at a minimum to ensure its services stay affordable for its target rural patients. It 48 not only is
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
consumer-oriented IBs that feel the pressure to maintain costs, however. Desicrew, which builds rural BPOs in India, has targets for its centres to have standardized costs, so that the company can remain competitive. Lack of access to affordable working capital, complexity in the regulatory environment, and shortage in qualified manpower are key challenges to the growth of inclusive businesses.
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report
government policy. Lack of adequate support from government on problems that need to be solved at an industry-wide or nation-wide level is an issue for companies in both India and Sri Lanka. Agricultural companies across Sri Lanka, for instance, are facing the challenge of low productivity. Nestle Lanka, for example, suffers from low productivity of its dairy farmers. Sri Lankas production per cow is 3 litres, compared to Indias 9-10 litres, Pakistans 20 litres and New Zealands 30 litres.78 The government has increased the purchase price of milk, which has increased the supply of milk, but the productivity has not changed. This productivity issue is not one that can be solely solved with financing; ideally the Sri Lankan government would be involved in attempts to systematically increase the countrys milk production capacity as it would require working with technical experts from other countries and making use of artificial insemination on a national scale. Tourism is another sector whose growth is currently stifled due to a lack of government support, as is the case in Sri Lanka, where tourism is likely to grow exponentially and contribute significantly to GDP growth over the next several years. There is currently a gap, however, between the countrys current capacity and what is needed to accommodate the 1.5 million tourists per year expected by 2016. Though extensive infrastructure development is required, the private sector is reluctant to make the necessary investments without active government support to promote tourism (especially to promote Sri Lanka as a high-end destination). In India, GEWP experiences negative impacts on its businesses when local politicians promise the distribution of free drip irrigation systems for farmers during election season. Government subsidies are furthermore allowing inefficient competitors to stay in business. Removing these subsidies would force manufacturers of drip irrigation products to stay innovative. When companies supply these products to the government (as opposed to GEWPs model of selling directly to farmers), they are not forced to optimize the effectiveness of their products. Waterhealth International also disagrees with government subsidies on water, stating that the distorted price of water does not incentivize people to understand the true scarcity, and therefore value, of purified water. On the other hand, several inclusive businesses have benefitted significantly from support from the government. Vortex, for example, has received government support to set up ATMs in rural areas. AISECT and Edubridge, two education and skills training organizations, have received a credit line from the National Skills Development Corporation at a concessionary rate, which proved critical to their scale. In the case of AISECT, these funds are financing expansion into new states, the cost of manpower, as well as content development and process improvement throughout the company. Government policy can therefore either support or restrict the growth of inclusive businesses. By partnering with businesses, governments can provide crucial support to inclusive initiatives, if not financially then by supporting their image/credibility.
LACK OF TALENT
A common issue for IBs in India and Sri Lanka is the shortage of technical and managerial talent. Apollo, a leading hospital chain in India, is experiencing a problem faced by the healthcare sector as a whole in India; the lack of skilled manpower. This is a bottleneck faced by other sectors too; Star Agri, an agricultural production company, finds it hard to find talented business managers.
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Funding to 5.3 FUNDING NEEDS OF INCLUSIVE BUSINESSES date of IBs equity and debt
SOURCES OF FUNDING TO DATE
To date, the inclusive business initiatives in our study had been funded from a variety of sources. Businesses that were recently incorporated to serve the BOP specifically have mostly been funded with a combination of equity and debt from early stage impactoriented investors and/or angel funders. Some companies received financial support from social incubators or from government bodies, such as the National Skills Development Corporation.79 Equity The majority of equity funds have been raised by venture capital funds, including impact investors and other funds with a social focus. Specific funds that have invested in our survey Sources of equity funding: respondents include Aavishkar, Aavishkar IndoUS SIDBI, Venture Partners, and BOMA LLC. BOMA LLC One third of the equity acquaintances.
Figure 34: Debt received to date
100% = number of respondents 21 17
SIDBI VC IndoUS funding Venture these Partners
Sources of equity fundin Aavishkar BOMA LLC SIDBI VC IndoUS Venture Partners
Equity VC
42%
< $1 mm
41%
33%
13% 4% 9%
Sources of equity
*Other = 1 National Bank
IB
Axis Bank NABARD1 Hub Ventures initiatives was IDBI Bank NSDC Union Bank of India Debt SBI Intellecash
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sources of debt Sri Lanka funding:
The majority of debt raised by IBs has been from commercial banks, such as Axis Bank, Hub Ventures, IDBI Bank and Intellecash. Almost 15% was also raised by government financial institutions, such as the National Bank for Agriculture and Rural Development (NABARD), the National Skills Development Corporation, the State Bank of India and Union Bank of India. Credit Guarantee Though only a very small minority of businesses in our study had received a credit guarantee, they came from a combination of commercial banks, such as Rabobank and BOMA LLC,49 and private sector companies, such as Fab India.
67%
< $1 million
65%
Sources of debt
*Other =
and
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
1 National Bank
FINANCING REQUIREMENTS
As depicted in the figures below, inclusive businesses across all sectors represented in our survey require an investment amount that matches ADBs proposed deal size, but especially those in the Telecom, Education and Energy sectors.
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60%
$1-5 mm $5-10 mm
>$10 mm 33%
Internal profits, Government Banks for Agricultural and Rural Development SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
1 National Bank
Sources of equity funding: Aavishkar BOMA LLC SIDBI VC IndoUS Venture Partners
51
Our proposed deal size meets the requirements of companies across multiple Technology, Education and Energy
29%
Education
Energy Retail Agri-business Water and sanitation Healthcare Telecom and IT Textiles, garments and handicrafts BFSI Real estate / construction 36% 29%
67%
43% 60% 18%
17%
50%
50%
50%
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
45
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31
33%
28%
25%
24%
22% 6%
38%
45%
34%
31%
LIS only
Non LIS
SOURCE: Results from Dalberg-administered survey of inclusive businesses in India and Sri Lanka
Though the required investment amount does not seem to vary significantly according to BOP engagement model, several inclusive businesses mentioned the need for longer investment timelines than traditional commercial investments. Tourism, for example, is a sector for46 which large investment sizes are required, and returns on investment take time to generate. For example, Aitken Spence, the owner of a hotel chain in Sri Lanka, estimated an approximate cost of $40 million to build a 500-room hotel, and a rangeuse grant fundingreturns could be made by investors. Inclusive businesses would of 8-10 years before to increase training, R&D
Figure 38: Ideal grant-funded investments
% respondents who identified reason as significant1, N = 68 Training R&D IT systems and processes Hiring people Market research Plant and machinery Other HR systems and processes Finance and accounting systems New office space 22% 18% 18% 16% 15% 40% 37% 32% 51% 59%
Technical Assistance financing would be an ideal source of funds to address various inclusive business needs.
EMPLOYEE TRAINING
Were inclusive businesses from our survey to be eligible for grant funding, or to qualify for potential technical assistance, across all sectors, the top need for inclusive businesses would be the training for their employees, suppliers and distributors. Nestle Lanka, for example, would use TA support to train its 15,000 dairy farmers that provide it with milk, to improve their productivity. Nestle cannot incur this cost from its own reserves, as it would be too high and distract from the business core activities.
Another agricultural company, Star Agri, 47 has pointed to the herculean task of educating its wide network of farmers in concepts that are crucial to their livelihoods, such as the importance of following weather reports, forecasted crop prices, managing and storing harvested produce, and managing their finances. Though Star Agri is
1 Respondents chose more than one option SOURCE: Results from Dalberg-administered survey of inclusive businesses in India
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taking on the cost of this training itself, further training is an area into which it would benefit from TA funding. Jaipur Rugs, a Rajasthan-based manufacturer of high quality hand-knotted carpets would benefit from further developing the skills of its 40,000 carpet weavers, and developing business literacy to improve upward communication from the weavers to managers. All these companies are currently taking on the cost of such trainings themselves, as they have no choice and doing so is crucial to their business. Since every business is constrained by its own funding capacity and manpower, and there is an obvious trade-off with other areas which could be supported with these resources (especially activities that are core business priorities). They are inevitably growing more slowly than would be the case if this investment could be made with grant funding. A few IBs, such as Aitken Spence, Industree Crafts and AISECT, have set up foundations to absorb grant funds from government and other sources to be deployed towards training.
DEVELOPING IT SYSTEMS
The third area that IBs would like to strengthen is the use of IT systems and processes to improve their operational efficiency. IBs across sectors referred to the desire to improve their processes through the use of technology. Waterhealth International (WHI), for example, recognized the need to build an online enterprise resource planning system to streamline its operations. The costs involved in procuring a custom-made system were too prohibitive for the company, however, so WHI created the system itself. Unfortunately, due to the significant financial and non-financial resources that were devoted to developing this system, WHI is now reluctant to share its platform with other businesses. As technological investments are often costly, but generate multiple benefits, this is an investment that inclusive businesses would make with grant funding.
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SRI LANKA
Investments in consumer models are likely to be less impactful in the long term. Unlike India, Sri Lankas BOP population has a relatively higher quality of life, especially with regards to access to water, energy, education and healthcare. The presence of trade unions also ensures that workers in organized sectors, such as tea harvesting, have the ability to negotiate for certain benefits and working standards. Tea plantation workers, for example, who are considered to be among the most deprived segment of the population, tend to earn a minimum of $4 per day, excluding other benefits such as social security and housing. Furthermore, as Sri Lankas population is declining and labour shortages are increasing wages, Sri Lankas BOP is likely to experience increases in income in the future, which would propel them out of the BOP classification. Businesses that focus on providing basic services at affordable prices to consumers therefore will likely not be as successful, as this population will start preferring aspirational goods. Investments that maximize job creation would lead to greater social impact. Considering Sri Lankas weak job market, investing in SMEs, would generate much needed jobs. Furthermore, setting up business operations in rural areas, where there are few employment opportunities, creates a ripple effect as complementary businesses start mushrooming to service key industries. Companies operating in the Northeast of the country would have an especially large impact on the local communities, which have the countrys worse socioeconomic indicators due to the recently ended war.
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6. PE MARKETS ASSESSMENT
6.1 OVERVIEW OF OUR METHODOLOGY
The following private equity market assessment for India and Sri Lanka adopts a two pronged methodology for data collection: 1) primary data collection from direct interviews with a broad range of fund managers, and 2) synthesis of secondary information from a literature review. Our team interviewed 21 fund managers, representing both impact investors and commercial investors. The profiles of these 21 fund managersselected sample of 21 below. managers 6. Composition of Dalbergs are represented in the figure fund
Figure 39: Composition of Dalberg's sample of 21 fund managers
21 No IB-focus No IB, but SME-focus 6 4 Other Agriculture 21 3 2 Sri Lanka India (LIS) 2 2 EM1 21 5 Early 21 8
Agnostic
IB-focus 11
16
India 12
Growth
13
By portfolio focus
1.
By sector focus
By geographic focus
EM refers to emerging markets; our sample consists of 5 funds that have a footprint in both India and Sri Lanka, here termed as having an EM focus; SOURCE: Dalberg analysis across interviewed fund managers
While selecting fund managers to be part of the study, Dalbergs team focused on 4 key parameters: inclusive business-focus; sector-focus; geographic-focus; and target stage of investment.
30
Of the 21 funds interviewed, 11 have a direct focus on inclusive businesses. Additionally, 16 are sector-agnostic, but often select sectors carefully to maximize financial and/or social return, while the remaining funds are focused on more developed sectors such as agriculture, healthcare, energy, and information technology/IT-enabled services. While Dalbergs team found several relevant fund managers to interview in India from a reasonably large pool of private equity players, Sri Lankas PE market on the whole is very nascent. As a result, the sample includes only 2 funds from Sri Lanka (LR Global and Aureos), compared to 14 from India, and another 3 that focus on emerging markets globally and have a footprint in both India and Sri Lanka. Two of the India-based funds have an exclusive focus on Indias low-income states. Further, the sample includes adequate representation from early-stage (9 out of 20) and growth-stage (11 out of 20) investors. Secondary information sources such as Bain & Cos India Private Equity Report and Grant Thorntons Private Equity in the Indian Corporate Landscape, both published in 2011 in partnership with the Indian Venture Capital Association, were also used to provide an understanding of the overall PE market and trends.
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28
27.8 22.2
600
24
20 16 12 8 4 0 2007
Value of deals, $ billions
22.4
22.2
400
14.5
13.7
200
0 2008 10.7 2009 4.05 2010 8.2 2011 10.2 2012E 7.8
13.9
Fund managers that Dalberg spoke with (both impact and commercial investors) said32they were positive about the Indian economy in the long-term (more than 5 years from now), the period most relevant for PE funds. Key reasons for their positive outlook were the presence of a large and growing market across sectors (N = 8), favourable demographics (N = 6), quality of human capital (N = 4), and potential for social impact (N = 4).
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These factors were also cited as favourable to the growth of certain sectors, such as healthcare. The Responses to the question: "What largely recession-proof healthcare market in India, already valued at approximately $65 billion82, isis your gener 83 expected to double within the next 5 years . Further,economy?" features benefit the private the markets sector, which accounts for 80% of healthcare services in the country. The potential to increase access to healthcare in India, where women are 10 Figure 42: Responses to the question: "What is your times as likely to die during pregnancy and childbirth general outlook for India's economy?" as in the US, is also a strong incentive for impact investors to invest in the sector.
% of respondents, N = 14
7% At the same time, fund managers express certain 29% Negative 14% concerns around the current stifling business environment, including non-supportive regulation (N = 8) and lack of infrastructure (N = 5). The recent cancellation of 2G licenses in the telecom industry, 43% Neutral for example, has significantly eroded investor confidence in the sector and to a large extent, in the 79% Indian market in general. Indian businesses are increasingly hungry for infrastructure such as power Positive 29% and logistical infrastructure, and the government has lagged behind in increasing supply to match this demand, especially in low-income regions. Over next 12 months Over next 5 years Consequently, the lack of basic services, such as SOURCE: Dalberg interviews with fund managers electricity, provides opportunities for impact investors to fund inclusive businesses that increase access to such infrastructure for base of pyramid populations.
The PE market in Sri Lanka, in contrast, is relatively nascent. Few PE funds started fundraising immediately after the war ended in 2009, but failed to attract significant investor confidence, especially since the end of the war coincided with the global recession, and did not reach first close. Aureos and IFC have survived these turning points in the market, but even with the lack of competitors face limited deal flow. However, with the macroeconomic condition improving and an increasing number of investors building their presence in the country, new funds are being set up, suggesting a clear opportunity for PE in the near-medium term. Few funds currently focus on early-stage and early growth financing in India, pointing to an opportunity for the ADB; Sri Lankan fund managers believe in the growth potential of SMEs. While there are 300 funds focusing on investments of over $20 million in size 84, the number of private investors for smaller deals in India remains relatively insufficient a trend reflected across other BRIC nations. In particular, early-stage and early-growth financing remain key gaps in the market. The nascence of the early-stage investment space, including angel investment and venture capital, is evidenced by the fact that nearly 70% of all sources of deal flow in BRIC countries are family/private businesses, as compared to 46% globally.85 In addition, the limited venture capital funding in India to date has largely been directed towards breakthrough or disruptive technologies and business models. The existence of a gap in the early-growth financing space, typically termed the missing middle, is noted by fund managers across investment sizes. Growth equity funds (typically investing over $20 million per deal) are set up such that smaller deals would be inefficient and expensive to manage. On the other end of the spectrum, impact investors (typically investing less than $2 5 million per deal) have limited resources to deploy. Further, impact investors have expressed difficulty in finding Series B investors to provide follow-on financing to their investees. Growth equity investors
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providing larger ticket-size investments, show limited interest in these exits due to their inability to provide the more hands-on assistance that early-stage businesses require. There is therefore a clear need for impact-oriented, mid-sized equity. In Sri Lanka, fund managers believe attractive investment opportunities will be in the SME space. Larger companies often do not offer strong valuations, and the PE market is too nascent and illiquid for high-risk venture capital investments. Exits have remained a challenge, and investments in SMEs would provide a diversified set of exit options. Most funds are dependent on foreign sources of capital and fund raising from Indian institutions is seen as a challenge; Sri Lanka is expecting large investment from DFIs. It is estimated that 80% of funds raised in 2011 by private equity fund managers were sourced from a combination of foreign institutional investment, foreign direct investment, and foreign venture capital investment86. Sources include Development Finance Institutions (DFIs), High Net-Worth Individuals (HNIs), university endowments, foundations, and other private investors. Of the 11 funds that shared details with Dalberg on their Limited Partnership (LP), 8 have been invested in by DFIs. Both impact investors and commercial fund managers with inclusive businesses in their portfolios have claimed that raising funds from domestic sources has been a challenge, suggesting that foreign capital will likely remain an important source of capital for Indias private equity market in the years to come. Due to recent regulatory restrictions in the telecom sector and Indias poor short-term economic outlook, however, foreign investment in India has recently declined significantly. Successful fund managers in Sri Lanka have traditionally attracted investment from DFIs. While IFC is wholly funded by the World Bank, Aureos has enlisted a number of other DFIs to invest in their South Asia Fund, which has set aside a portion of funds for investment in Sri Lankan businesses.
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Additionally, other funds were found to invest in sectors that are inherently inclusive. Rabo Equitys India Agribusiness Fund, for example, is one such example. By virtue of investing in agribusinesses, all of the funds investments have either a direct or indirect impact on those individuals dependent on agriculture for their livelihoods, representing approximately 52% of Indias population87, and over 80% of who may be considered members of the BOP. These findings point to the existence of multiple experienced funds and fund managers through whom the ADB could route its investments into inclusive businesses. B. Sri Lankas PE market is nascent, with a small number of fund managers currently active, and DFIs are likely to remain chief source of investment. Sri Lankas PE market, on the other hand, is shallow with few fund managers currently active, and hence stands in sharp contrast to that of India. The markets journey in Sri Lankas early years post the war has been challenging. 2 fund managers Calamander and Leopard Capital attempted to set up PE funds exclusively focused on Sri Lanka, but failed to generate sufficient interest among investors. Not only has this stunted the development of the PE market, it has also somewhat eroded promoters confidence in private equity as a source of financing. However, there are signs that the market is picking up. Other than the few funds that are currently active, including IFC and Aureos, a few more funds are currently being set up. These funds are all targeting the SME space, in the investment size range of $5 10 million, encouraged by the growth opportunity in Sri Lanka, where 6%+ growth is expected to sustain over the short-medium term. However, given the nature of the market, which has seen very little PE activity in the past, getting traction early will be a challenge. As a result, Sri Lankan funds adopt a sector and geography agnostic investment approach, and recommend the same for any potential ADB intervention in the country. As a result, there are no funds that focus on inclusive business exclusively, and finding fund managers in Sri Lanka that fit ADBs investment thesis will likely generate limited interest. Our view is that it is likely to find investments within the portfolio of current fund managers that could match ADBs investment criteria of inclusive businesses, but at this stage of maturity of Sri Lankas PE market, it will be a challenge to truly adhere to it. At the same time, there is a large opportunity to strengthen the capital markets in Sri Lanka if ADB takes on the role of first-mover, other investors may follow suit soon, backed by Sri Lankas promising economic outlook. This is because raising funds has been a significant challenge for Sri Lankan fund managers difficulty in fundraising has led to the failure of PE funds in the recent past. As a result, two approaches have emerged. The first type of fund managers is looking to raise funds domestically, since they have found attracting foreign investment without a significant investment track record difficult. The second is relying on DFIs as the primary source of investment. Bar none, fund managers in Sri Lanka would welcome any engagement from ADB, for which any investment in Sri Lanka presents a high risk-return profile. C. Most funds are sector and geography-agnostic; the few that are focused pose limits on only one of the two parameters, given the challenge of finding adequate deals. Within the sample of fund managers interviewed in India, most funds were sector and geography agnostic. Funds that were sector-focused did not restrict opportunities further by focusing on a specific region, and funds exclusively focused on low-income states did not restrict themselves to investing in only a few sectors. Only a few sectors such as agribusiness, healthcare, and energy offer sufficient number of opportunities for sector-focused funds. Opportunities in these sectors have started to make sense for commercial investors as well.
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The Sri Lankan capital market, following from the previous discussion does not offer sufficient depth across sectors, or geographies within the country. Even the few successful fund managers that focus on SMEs as a whole face significant challenges in deal flow. As a result, fund managers typically do not narrow down their focus to a few select sectors. In terms of developing a pipeline of opportunities for the short-medium term, fund managers are focusing in asset-light industries within the value chains of fast growing sectors. For instance, while tourism and hospitality will be fast growing sectors, fund managers would focus on businesses that provide tourism-related education or skills. Other fast growing sectors include shipping, logistics, infrastructure, agribusinesses, retail, and construction. On the other hand, geographic focus within Sri Lanka will severely restrict deal flow in an already small market.
Medium Medium Medium High Low Low Low Low Low Low Medium High High High Low Medium
Low Low Low High Medium Medium Low Medium Medium Medium Medium Low Medium Medium High Medium
1. Rating based on CDCs ESG toolkit for fund managers; 2. Composite index based on (a) level of employment of BOP by sector, and (b) share of wallet of BOP households. 20 SOURCE: Dalberg research and analysis; feedback from fund managers; India Private Equity Report, Grant Thornton, 2011
Fund managers use the following key parameters to prioritize and select sectors to invest in: (1) Level of regulation. In highly regulated environments such as India and Sri Lanka, there is often limited opportunity to escape regulatory risk. However, certain sectors are inherently more prone to regulatory risk. For example, education is covered under the concurrent list of subjects, and regulation often differs drastically from state to state. Other sectors are likely to benefit from the governments mandate to promote them. For instance, Indias Electricity Act of 2003, and its subsequent amendments have made it easier for foreign investors to invest in power generation.
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(2) Inherent ESG risk. Businesses in certain sectors such as mining and heavy manufacturing are more likely to cause greater adverse environmental and social impact. As a result, inherent Environmental, Social, Governance (ESG) risk as defined by several ESG measurement frameworks that DFIs such as the International Finance Corporation and DFIDs CDC Group have created is a parameter that is used to minimize risk. DFIs often impose adherence to ESG standards as a condition for their General Partners (GPs) (3) Capital intensive nature. At the level of ADBs proposed investment size (sub $10 million), funds typically do not invest in asset-heavy sectors, such as real estate, retail, power generation, and other large infrastructure. Sectors such as education and healthcare often described as soft infrastructure form the key focus of investors in this deal size range. Even within such sectors, though, funds typically pick service-oriented businesses that are less capital intensive, and can therefore utilize the equity investment to drive scale and growth. For instance, smaller fund managers would prefer opportunities in asset-light mobile health as opposed to large hospital chains. Once sectors have been selected using the above criteria, funds typically consider potential for impact as an investment criterion on a case-by-case basis. The table above aggregates methodology adopted by fund managers and other parameters to act as proxies for gaps in financing. The table includes fund managers ratings of investment attractiveness and the level of enabling regulatory environment, across sectors. It also highlights the inherent ESG risk across sectors as per CDCs ESG toolkit for fund managers. Finally, it lists average deal sizes and total deal volume over the last 5 years to indicate the capital intensive nature (the higher the average deal size, the more the number of capital intensive opportunities in the sector) and total deal volume (the higher the funds deployed by sector, the higher the likelihood of the gap being filled by the market already) respectively. From this analysis, key sectors to highlight are education, healthcare, and agriculture and agribusiness. Fund managers find opportunities in these sectors financially attractive and relatively low on ESG risk. Additionally, average deal sizes suggest that there could be several investment opportunities in ADBs prescribed deal size ($0.5-10 million), and there appears to still be room for significant additional funding. B. Geographies: Exposure to low-income states in India will likely increase impact, but should not be the sole focus of ADBs fund. Two fund managers in our sample Pragati Fund and SIDBI-VC have an exclusive focus on lowincome states in India, such as Bihar, Jharkhand, Uttar Pradesh, Madhya Pradesh, Chhattisgarh and Orissa. These states perform poorly across most socioeconomic parameters such as life expectancy, literacy, and of course, per capita income. Both Pragati and SIDBI claim that by virtue of their investees having significant operations in these regions, their portfolios will naturally have an impact on local livelihoods. For example, a BPO established in a low-income state would naturally increase otherwise restricted employment opportunities in the region. Alternatively, low-cost hospitals in rural areas are more likely to reach severely underserved populations than hospitals in urban areas. Further, Pragati finds entrepreneurs that are committed to developing its employees skills. As a result, the opportunity to improve livelihoods and quality of life through investments in businesses operating in such regions is large. Both Pragati and SIDBI-VC are relatively new funds that are exploring the market for deals. Whether there will be sufficient deal flow remains an open question. Businesses in low-income states are typically new to private equity investments, and often lack the corporate governance structures needed to absorb this type and quantity of capital. However, funds remain confident that finding the
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right opportunities will depend on employing a deal-sourcing team that is close to the ground, maintaining a sector agnostic approach and investing in fewer, but larger deals. As a result, funds operating in low income states will have higher management overheads. Given these challenges, all of the fund managers interviewed had recommended that ADB avoid following an investment strategy that exclusively focuses on low-income stats, given the risk of low deal flow. In Dalbergs view, the ADBs fund should have some focus on low-income regions, but not exclusively. The Bank may choose to achieve this focus by channelling investments through existing funds that focus on these regions. Beyond Pragati and SIDBI, several other fund managers have a strong footprint in these states, including Aavishkaar, which has approximately 55% of its capital deployed in the poorest states of India. This approach increases the flow of capital to regions where it is most required, without increasing competition for already scarce deals. C. Instruments and investment size: Beyond the missing middle in equity, the need for debt across the board is large; credit guarantees could help leverage ADBs funds to provide debt. Equity: 20 of the 21 funds interviewed have deployed 100% of their investments as equity. SIDBI-VC, a government run investment firm, is the only fund manager to also have an attached Non-Banking Financial Company (NBFC) that provides debt. As discussed earlier (see discussion on key insights on the PE market in India), fund managers have expressed the need for early growth equity, typically in the range of $2-10 million investments for small and growing businesses. Additionally, venture capital (sub $2 million) typically focuses on technology-based businesses, if not disruptive or breakthrough technology alone. There is room for additional players that finance early-stage inclusive businesses, products or services of which are not technology based. Such businesses often find securing debt a major challenge, and typically treat their equity investments as debt. In Sri Lanka, the $5-10 million investment size range offers fewer opportunities than the $1-5 million range. However, smaller deals are more difficult to manage given the limited exposure of early stage investment to PE investment. The focus on SMEs drives fund managers in Sri Lanka, therefore, to focus on the $5-10 million investment size range. Debt: 70% of the fund managers interviewed for this study claim that their investees find it difficult to access affordable debt primarily to finance working capital requirements. Though the need for cheaper debt is relevant to businesses of all sizes, Indias commercial banking infrastructure is particularly unsupportive of small businesses with limited assets or collateral to offer as security. This situation is exacerbated in markets like India and Sri Lanka, which have traditionally been high interest rate markets. The Indian government has set up a Credit Guarantee Fund Trust for Micro and Small Enterprises (CGTMSE) that offers loans of up to approximately $0.2 million without collateral or third party guarantee. However, the extent to which this facility has been utilized to date is unclear. Credit guarantees are important instruments to leverage the investors capital manifold and offer cheaper debt with limited collateral requirements. The availability of cheaper debt is likely to create a more enabling environment for private equity investors, who could then ensure that equity capital is utilized for the growth of the business. Technical assistance: Of the 8 fund managers operating in the SME space, 7 expressed a clear need for technical assistance on behalf of their investees, particularly for training and the purchase of equipment to mitigate environmental or social risk, within the broader ESG framework. Further, shared needs of investees such as a market primer for Africa, a market that several SME investees of
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these fund managers are strongly considering entry in, could increase opportunities for inclusive businesses. However, fund managers have also offered a caveat that promoters are often wary of technical assistance, in particular of its demands on management bandwidth. D. Investment decisions: Financial discipline is vital to equity investments, and expectations of lower returns should be used as an opportunity to leverage other financial instruments. 18 of the 21 fund managers interviewed by Dalberg claim they do not compromise on returns to achieve investment goals. For these funds, financial discipline is typically practiced by identifying the most financially attractive opportunities after defining an investment strategy. Given that the major source of funds for private equity fund managers is foreign commercial investors, funds with target Internal Rates of Return (IRR) that are lower than market returns often find fundraising a greater challenge that those targeting market returns and above. This trend of defining a focused investment strategy, and following it with financial discipline expecting market returns forms an emerging trend in investing in inclusive businesses in India. Of the 10 funds that shared their expected market returns with Dalberg, 8 target IRRs of 18% and above. The two funds that have lower targets are SIDBI-VC (marginally lower, at 14-16% gross), which is funded by DFID and is a government-run institution, and Acumen Fund, a non-profit entity. Fund managers cited the following as key factors when making an investment decision: a) b) c) d) e) potential for financial returns potential for scale and financial sustainability quality of management team potential for social impact availability of exit opportunities
In our view, an expectation of 10-12% net IRR, as prescribed by ADB, could open opportunities to leverage other financial instruments that deliver lower returns. The need for such instruments, especially debt or credit guarantees, is large. ADBs inclusive business fund could therefore target rates of 10-12% net IRR for the fund by deploying a mix of equity and debt, and thereby achieve both financial return and development outcomes.
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pipelines. More competition by way of another General Partner would increase competition and likely drive up valuations. This would take away from ADBs intended catalytic effect. (4) Challenge of remaining sector-agnostic. It would be difficult to establish a narrow sector focus, e.g., healthcare or education, for the fund without a team with significant deal-making experience in the sector and a ready pipeline. To mitigate this risk, the fund should adopt a sector agnostic strategy, as mentioned in the previous section. However, remaining sector agnostic would delay the uptake of a new fund and makes managing technical assistance across investments a major challenge. Fund managers often provide their LPs with an option of co-investment in some deals, which could be an opportunity for ADB to gradually build up their presence in the direct investment route, should it choose that path. While some funds do provide the option to non-LPs as well, LPs have priority coinvestment rights. As a result, while only 4 of the 10 fund managers with inclusive businesses in their portfolios expressed an interest in managing ADBs fund, all of them expressed a strong interest in engaging ADB as an LP. Additionally, 4 fund managers claimed that they are already in talks with ADB, or that ADB has been an investor in one of their funds previously. Additionally, fund managers believe raising additional funds from foreign investors will not be a challenge, but Indian investors are likely to remain a small source of capital.
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7. DONOR MAPPING
7.1 OVERVIEW OF OUR METHODOLOGY
The term donor can be ambiguous it could mean an agency primarily giving grants to non-profit organisations, or an impact investor looking for social and financial return. While the intended outcome of generating social impact is consistent across all definitions, for the purposes of this study, we use the term investor to refer to any impact-oriented investor who deploys funds through equity or debt (potentially in conjunction with technical assistance) instruments to for-profit businesses to generate social impact. The investors we have engaged in this study could be classified into three types: (1) Bilateral aid agencies. As part of their overseas development assistance (ODA) programs, several countries have set up offices within their embassies in India and Sri Lanka to primarily deploy grants and concessionary loans. Primary focus of these agencies is often two-fold, given that they operate under the close watch and direction of the government of the host country: (a) to build infrastructure in the foreign country to catalyze growth, and (b) to further bilateral cooperation between the countries through business linkages and technical assistance. Examples: KfW, USAID, DFID, JICA. (2) DFI-funded investors. Since bilateral and multilateral agencies are often not permitted to take equity positions in businesses in host countries, they route their equity investments through globally structured investment funds. In most cases, these entities invest in private equity funds with a footprint in the country in question, i.e., through a fund of funds approach. A few may also be able to make equity investments directly in businesses. Examples: IFC, CDC (DFID funded), Swedfund (SIDA funded), Norfund (NORAD funded). (3) Independent private funds. Domestic and foreign HNIs can also route their investments for social impact through funds and foundations. Foundations are typically grant-making agencies. Domestic HNIs typically operate through single-investor private equity funds or family offices. Examples: Gates Foundation, Premji Invest, Catamaran Ventures. The views contained in this section reflect the results of interviews with of 9 such investors, and findings from research on activities of various kinds of investors. The investors our team interviewed includes 3 bilateral aid agencies (KfW, DFID, SIDA), 3 DFI-funded investors (IFC Sri Lanka, CDC, Swedfund), and 3 independent private funds (Catamaran, SD Tata Trust, Omidyar Network).
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Investment in funds Bilateral aid agency KfW JICA IFC DFI funded investor FMO Direct equity Direct debt
DFID
CDC Premji Invest
Small, Large
Small, Large Medium Small-Medium Small
N/A
1. Small represents sub $10 million investment in end-beneficiary; Medium represents $10-50 million, and Large, $50 million+ SOURCE: Dalberg analysis
59 Finally, independent private foundations typically build up years of expertise in niche sectors by deploying primarily grants or returnable instruments. For instance, the SD Tata Trust has decades of
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experience in organizing agricultural communities, and the Gates Foundation in agricultural extension and healthcare. Private equity funds with significant investment from HNIs, such as Omidyar Network and Catamaran Ventures, typically operate with a dual objective to achieve both social and financial return. Such investors primarily deploy equity capital. Majority of bilateral funds are directed through government channels to mainly large-scale infrastructure projects, while more independent investors follow a sector agnostic approach. As mentioned earlier, bilateral aid agencies work closely with host governments and aim to help them achieve their primary development objectives, which often revolve around developing new infrastructure. As a result, such organisations are by default restricted to operate in a narrow space of sectors constituting heavy infrastructure such as power generation. Entities more detached from government operations, such as DFI-funded investors and private funds and foundations can invest smaller amounts through other financial instruments. Among the listed organisations in the figure below, the level of dependence on the host government largely decreases from top to down. Not surprisingly, this correlates with the number of sectors the organization has exposure to. The more independent investors such as DFI-funded investors and independent private investors typically adopt a sector-agnostic approach.
Figure 45: ExposureConcentration & Gaps 7. Sectors of major investors deploying equity/debt to priority sectors in South Asia
Agriculture KfW Bilateral aid agency JICA FMO DFID IFC DFI funded investor1 CDC Swedfund Norfund Premji Invest Independent family fund Catamaran BFSI Energy & Envt Education Healthcare Water & Sanitation
Infra.
Omidyar
BMGF
1. CDC operates an offshore fund of funds, several GPs of which have large exposure to India/Sri Lanka ; FMO has recently invested in an offshore fund focused on inclusive businesses; IFC is an independent onshore investor; DFID has recently invested in a domestic onshore fund SOURCE: Dalberg analysis
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BFSI and energy have attracted significant financing from various investors; agriculture, healthcare, water and sanitation are likely to receive increasing funding, especially from private foundations. A deeper look into sectors other than large-scale infrastructure reveals that some sectors have received interest from all types of investors. Banking and financial services, owing to the widespread interest in microfinance, and renewable energy / energy efficiency have seen investments from various types of investors.
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Typically, bilateral aid that is not directed towards heavy infrastructure goes towards sectors that do not attract significant private investment, e.g., water and sanitation. In contrast, independent private investors weigh financial returns higher, and focus on sectors that offer attractive investment opportunities from the perspective of both financial and social returns. Beyond energy and microfinance, education has seen significant interest from private investors. Some sectors have traditionally been recipients of grants and concessional debt from bilateral aid agencies, i.e., agriculture, healthcare, and water and sanitation. These sectors are gathering increasing interest and funding from private donors. This could imply that these sectors present increasingly attractive opportunities from a financial return perspective in the medium term.
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and KfW have engaged SIDBI (as per Government of India direction) to deploy debt to SMEs in the renewable energy and energy efficiency sector. One potential solution, suggested by several investors could be in the form of credit guarantees. NABARD and SIDBI are currently engaging several investors to set up focused credit guarantees to businesses that can offer limited collateral to secure debt. Credit guarantee schemes offer significant opportunity to leverage an investors funds the ratio of invested capital to disbursed debt in typical credit guarantee scheme is 1:10, which could be further improved with co-investment from other donors. Further, the economics of credit guarantees look promising. Typical administration of fees of 1-2% of disbursed debt has been known to largely cover the cost of guaranteeing full recovery of non-performing loans. A successful credit guarantee scheme would help catalyze the banking system and create a new asset class.
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BIBLIOGRAPHY
Ahluwalia, M. Economic Reforms in India since 1991: Has Gradualism Worked?, 2011. Bain & Company. India Private Equity Report, 2011. Central Bank of Sri Lanka. Annual Report, 2011. Central Bank of Sri Lanka. Economic and social statistics of Sri Lanka, 2011. Central Statistical Organization, Government of India. Millennium development goals India country report 2011, 2011. Chaudhuri, S., Gupta, N. Levels of living and poverty patterns: a district-wise analysis for India, Februrary 2009. Department of Census and Statistics, Sri Lanka. National Accounts Annual Report, 2011. DISE. State elementary education report card 2010-11, 2011. Economic Advisory Council to the Prime Minister of India. Economic Outlook for 2010-11, July 2010. Export Import Bank of India. Annual report 2011 2012, March 2012. Foundation for MSME Clusters (FMC), clusters in India, 2010. Goldman Sachs. DreamingWith BRICs: The Path to 2050, October 2003. Grant Thornton. A Force for Growth: Global Private Equity Report, 2011. Grant Thornton. The Fourth Wheel: Private Equity in the Indian Corporate Landscape, 2011. Grant Thornton. India PE Report 2011, 2011. Groh, A., Liechtenstein, H., Lieser, K. "The Global Venture Capital and Private Equity Attractiveness Index, 2011. IFAD. Republic of India: Country strategic opportunities programme, 2011. IFC. Doing Business Economy profile: India, 2012. IFC. Doing Business Economy profile: Sri Lanka, 2012. ILO. General employment trends 2012. IMF. The Demographic Dividend: Evidence from the Indian States, 2011. India Human Development Survey. Human development in India January 2010. J.P. Morgan. Impact Investments: An emerging asset class, November 2010. KPMG. Private equity investing in India, 2007. McKinsey Global Institute, The Bird of Gold: The Rise of Indias Consumer Market, May 2007. Ministry of Finance and Planning. Annual Report 2011, 2011 Ministry of Labour & Employment, Government of India. Report on Employment & Unemployment Survey, 2010.
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Ministry of Micro, Small & Medium Enterprises, Government of India. Fourth all India census of Micro, small & medium enterprises. Monitor Group. Emerging Markets, Emerging Models, march 2009. Nilekani, N. Indias Demographic Moment, 2009. NSSO. Key Indicators of Household Consumer Expenditure in India - 2009-2010, October 2011. Planning Commission, Government of India. Faster, sustainable and more inclusive growth: An approach to twelfth five year plan, October 2011. PricewaterhouseCoopers. The World in 2050, 2011. Reserve Bank of India. Macroeconomic Indicators 2011, 2011. Sri Lanka Tourism Development Authority. Annual Report, 2011. Steering Committee on Urbanization, Planning Commission. Report of the working group on urban poverty, slums, and service delivery system, October 2011. The World Bank. Perspectives on poverty in India, 2011. World Economic Forum. The Global Competitiveness Report, 2011. WRI and IFC. The Next 4 Billion, 2005. UNICEF & WHO. Progress on Drinking Water & Sanitation 2012 update, 2012. UNIDO. Cluster development and BDS promotion: UNIDOs experience in india, March 2000. UNDP. Human development report 2011, 2011.
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ENDNOTES
As defined by ADB, the Base of the Pyramid (BOP) is defined as individuals earning $3-$4 per day, per capita, or less. Inclusive businesses are enterprises that engage the BOP in their core business operations as either: consumers, distributors, suppliers or employees 2 th Indias 2011 HDI rank was 134th of187 countries and MPI for the same year stood at 0.283 putting it at 76 of 209 countries in 2011 3 Grant Thornton India PE Report 2011 4 Environmental, social and governance 5 CDC and IFC have invested in Pragati, a low-income-states focused SME fund; IFC has invested in LR Global, an SME-focused fund in Sri Lanka 6 Factsheet on Foreign Direct Investment, Department of Industrial Policy and Promotion, Ministry of Commerce & industry, Government of India 7 Ernst & Youngs 2012 Attractiveness Survey 8 IMF, World Economic Outlook, April 2012 9 World Bank, PWC Report and Dalberg analysis 10 CIA World Factbook, Planning Commission of India 11 Planning Commission, 2011 12 Exim Bank of India report 13 IMF, World Economic Outlook, April 2012 14 India Human Development Survey 2010 15 World Bank database 2012 16 OECD Factbook, 2011-12 17 The Demographic Dividend: Evidence from Indian States, IMF, 2011 18 Report on Employment and Unemployment, Labour Bureau of India, 2010 19 The Financial Times 20 Indias Demographic Moment, Nandan Nilekani, 2009 21 The nine states include Uttar Pradesh, Rajasthan, Madhya Pradesh, Chhattisgarh, Orissa, Jharkhand, Bihar, Assam & West Bengal 22 Report on Employment & Unemployment Survey (2009-2010); Labour Bureau, Ministry of Labour and Employment, Government of India 23 The remaining percentage is classified as not reported 24 Planning Commission - 2011, Government of India 25 Census of India 26 Government of India, Committee on Slum Statistics/ Census 2011 27 Key Indicators of Household Consumer Expenditure in India - 2009-2010, NSSO October 2011 28 McKinsey Global Institute report, The Bird of Gold: The Rise of Indias Consumer Market 29 The Next 4 Billion, WRI and IFC, 2005 30 Asian Development Bank 31 The Global Competitiveness Report, World Economic Forum, 2011-12 32 United Nations Population Divisions 33 PFCE at current prices (2011-2012); Central Statistics Office, May, 2012 34 Planning Commission of India, April, 2012 35 Indias financial year runs from April to March 36 IT industry backs Murthy, Premji on policy paralysis article in the Times of India, 14 June, 2012; Business Standard, 13 June, 2012; Govt. can policy paralysis with more reforms experts article in The Mint & The Wall Street Journal, 27 Nov, 2011
1
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IMF Press Release, June, 2012 Ministry of Finance and Planning, Annual Report 2011 39 Lanka Business Online, July, 2010 40 World Economic Outlook Database 41 Department of Census and Statistics, National Accounts Annual Report 2011 42 IMF, June, 2012 43 Department of Census and Statistics, National Accounts Annual Report 2011 44 Asian Development Bank Outlook for Sri Lanka Forecast 2012 45 Textiles also includes wearing apparel and leather 46 Department of Census and Statistics, Sri Lanka, National Accounts Annual report, 2011 47 Central Bank of Sri Lanka, Annual Report, 2011 48 UNCTAD Data, 2012 49 Central Bank of Sri Lanka, Press Release, June, 2012 50 Central Bank of Sri Lanka, Annual Reports, multiple years 51 Ministry of Finance and Planning, Annual Report 2011 52 Human Development Report 2011, country statistics 53 UNDP Data Explorer 54 OPHI Country briefing, December 2011 55 World Bank Data 56 Classification as per World Bank 57 Statistics Branch of the Ministry of Education and Higher Education, School Census 2006 58 WHO & UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation 59 United Nations, Department of Economic and Social Affairs. 60 Working age refers to ages between 15 - 64 61 UN data 62 Asian Times Online 63 Demographic and Health Survey, 2006 64 Department of Census and Statistics, Labour Force Survey Annual Report 2010 65 UNESCAP Data Explorer 66 Sri Lanka Tourism Development Authority, Annual Report 2011 67 Central Bank of Sri Lanka, Press Release: External Sector Performance April 2012 68 Central Bank of Sri Lanka , Annual Report 2011 69 Dalberg estimates based on Household Income Expenditure Survey 2009-10, Department of Census and Statistics, Sri Lanka 70 Ministry of Finance and Planning, Annual Report 2011 71 Lanka Business Online, March, 2011 72 Asian Tribune, November, 2010 73 IMF Press Release, June, 2012 74 These survey results are only from Indian companies, due to limited responses from Sri Lankan companies 75 Indias lowest income states are Assam, Bihar, Chhattisgarh, Jharkhand, Madhya Pradesh, Odisha, and Rajasthan 76 Direct quotation from Dalberg interview with Aitken Spences Hotel Division, July 9 2012 77 Team members is the official name of MAS factory workers 78 Direct quotation from Dalberg interview with Nestle Lanka, July 11 2012 79 Such as the Rural Technology and Business Incubator, associated with the Indian Institute of Technology in Madras 80 World Bank data 81 The Fourth Wheel: Private Equity in the Indian Corporate Landscape, Grant Thornton, 2011
38
37
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82 83
Dalberg estimate based on per capita expenditure on health in 2010, $54, from World Bank data Feedback from investors in the sector 84 As reported by fund managers Dalberg has interacted with 85 A Force for Growth: Global Private Equity Report, Grant Thornton, 2011 86 Bain India Private Equity Report, 2011 87 CIA Factbook, 2009 estimate
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Contents
1 2 3 4 5 6 7 8 Inclusive businesses surveyed.......................................................................................................... 2 List of fund managers interviewed .................................................................................................. 6 List of donors interviewed ............................................................................................................... 7 Case studies of inclusive businesses ................................................................................................ 8 Deep dives on potential fund manager partners for ADB ............................................................. 24 Economic factsheet on low-income states .................................................................................... 27 Deep dives on priority sectors ....................................................................................................... 32 Government schemes relevant to ADBs fund............................................................................. 344
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Sector
Presence in LIS/NES/Both
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Healthcare Water & Sanitation Real estate Retail Telecom, BPO & IT Education Retail Agri-business and agriculture Energy (incl. renewable) Telecom, BPO & IT Retail Retail Education Telecom, BPO & IT Telecom, BPO & IT Water and sanitation Renewable Energy BFSI Healthcare (nonpharma) Healthcare (nonpharma) Agri-business and agriculture (incl. seeds)
2
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Company name
Sector
Presence in LIS/NES/Both
22 23 24 25 26 27 28
Glocal Healthcare Systems Gram Tarang Employability Training Services Pvt. Ltd. Greenlight Planet Healthpoint Services India Hippocampus Learning Centres Hotel Saravana Bhavan Industree Crafts Pvt Ltd
Healthcare (nonpharma) Education Energy (incl. renewable) Healthcare (nonpharma) Education Hospitality and leisure/tourism Textiles, garments and handicrafts Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Textiles, garments and handicrafts Healthcare (nonpharma) Agri-business and agriculture (incl. seeds) Agri-business and agriculture (incl. seeds) Real estate and construction (incl. housing) Telecom, BPO & IT Healthcare (nonpharma) Agri-business and agriculture (incl.
3
29
31
32
33 34
Jaipur Rugs Company Pvt. Jayashree Industries Jk Paper Ltd, Plantation activities, Farm Forestry
35
36
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Lafarge India
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Company name
Sector
Presence in LIS/NES/Both
seeds) 41 Mobile Works Telecom, BPO & IT Telecom, BPO & IT Water and sanitation Education Education Energy (incl. renewable) Textiles, garments and handicrafts Energy (incl. renewable) Telecom, BPO & IT Agri-business and agriculture (incl. seeds) Energy (incl. renewable) Banking & financial services (incl. insurance and microfinance) Agri-business and agriculture (incl. seeds) Banking & financial services (incl. insurance and microfinance) Energy (incl. renewable) Telecom, BPO & IT
42
Multi Commodity Exchange of India, Gramin Suvidha Kendra Piramal Water Pvt. Ltd. (brand name: Sarvajal) Projects and skill development department Prolific Systems & Technologies Pvt Ltd Promethean Power Systems Rangsutra Rural Off-grid market RuralShores Business Services Pvt. Ltd. SAVE - Saline Area Vitalization Enterprise Limited SELCO Solar Light Private Limited
43 44 45 46 47 48 49
50
51
52
Share
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Company name
Sector
Presence in LIS/NES/Both
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Agri-business and agriculture (incl. seeds) Retail Water and sanitation Agri-business and agriculture (incl. seeds) Healthcare (nonpharma) Telecom, BPO & IT Education Water and sanitation Water and sanitation Water and sanitation Real estate and construction (incl. housing) Agri-business and agriculture (incl. seeds) Healthcare (nonpharma)
58 59
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61 62 63 64 65 66
Vaatsalya Healthcare Vortex Engineering V-Shesh Access Services Private Limited WaterHealth India WaterHealth International Inc. Waterlife India Pvt Ltd
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Zameen Organic
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Sector focus Agnostic Agnostic Agnostic Agnostic Agnostic Agnostic Agnostic Healthcare Agnostic IT/ITES Agnostic Agnostic Agnostic Energy Agnostic Agri. Agnostic Agri. Agnostic Agnostic Agnostic
Geographic focus India EM EM EM India India EM India EM India India Sri Lanka India India LIS India LIS India India India Sri Lanka
Stage of investment Early Growth Early Growth Early Growth Early Growth Growth Early Early Growth Growth Growth Growth Growth Early Growth Early Growth Growth
Bamboo Finance Eric Berkowitz Elevar Equity Gray Ghost IIP Imprint Capital Indo-US Lok Capital LR Global NEA Nereus Capital Pragati Rabo Equity Samriddh Fund SEAF Song Advisors Zephyr To be named Sandeep Farias Marc Clayton Hand Varun Sahni Laura Spiekermann Rajesh Raju Vishal Mehta Chanaka Wickramasuriya Vamesh Chovatia Jonathan Winer Narayan Shadagopan Rajesh Srivastava Ananta P. Sarma Hemendra Mathur Has now left Mukul Gulati Indika Hettiarachchi
Dalbergs assessment of overlap between fund managers current portfolio and ADBs target definition of inclusive businesses, i.e., any business that engages the poor as consumer, supplier, distributor, or employee; All fund managers mentioned in the list have some exposure to inclusive businesses, but ones marked No have a more indirect approach to targeting IBs. 2 Interview confirmed, to be conducted
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Company logo
Background on Business Apollo Hospitals Group has owned and managed a network of hospitals and medical facilities in India since 1979. In 2008, the Group launched a network of smaller satellite facilities, called Apollo REACH Hospitals. Operating in underserved regions and offering super-specialty medical care at affordable rates to people living at the BOP, Apollo REACH now manages 3 hospitals in rural and semi-urban areas. Mode of BOP Engagement BOP as Consumers Apollo REACH, like most healthcare organisations, serves the BOP as consumers, increasing their access to healthcare services. These consumers currently have to travel to cities for specialty healthcare. Due to this additional step in the value chain, many patients remain untreated in the villages. Apollo REACH attempts to bridge this gap. Each hospital houses 150-200 beds, 40 intensive care unit beds, and 5 operation theatres. Each hospital also offers super-specialty medical services (e.g., cardiology, orthopedics, neurosurgery, etc). Impact to date and future growth plans Apollo REACH has developed a model for establishing hospitals in rural or semi-urban areas that is significantly more cost efficient than traditional urban hospitals. As a result, REACH hospitals can charge 20-30% less than other major hospitals. One of the biggest drivers of Apollo REACHs geographic expansion is additionality, since they would not enter areas where there are other similar hospitals, or would offer services that other hospitals do not. Apollo REACH plans to expand to 25 facilities in the next 2-3 years. Apollo REACH plans to grow its revenues by over 20% annually. By leveraging a hub-and-spoke model, Apollo REACH has effectively countered the challenge of limited talent in rural areas. Apollos plans for geographic expansion will be centered around their established hospitals in major cities, to build in the flexibility of temporarily shifting doctors from the cities to the villages on a needs basis. Challenges Scalability is Apollo REACHs major challenge. At the facility level, after reaching the saturation point in terms of revenues, an increase infrastructure is required, i.e., increasing the number of beds. At the chain or network level, the challenges are similar to those of other businesses lack of skilled personnel, high CAPEX, and heavy burden of expensive debt. Source of financing to date and future needs Till date, Apollo REACH has been funded by equity from Apollo Hospitals and IFC. Each hospital costs approximately $5 million to establish, implying that the initiative will need close to $75 million in investment in the next 3 years. Of the total pool of investments coming in, Apollo REACH would prefer 60% as debt, 25% as grants, and the remainder as soft loans with a 15 year tenor.
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Sample investment
Strategy
Jash Engineering
Mfg. of equipment used in waste water treatment
2011 $ 60 million
$ 6 10 million
Pragati believes the market for financing small-medium sized enterprises in low-income states in India presents attractive financial opportunities for private equity. Pragati underwrites companies for being SMEs and not inclusive businesses, but it indirectly engages the poor by investing in businesses that exist in deprived regions, employ local populations, and invest in workforce development thus having the potential for significant livelihood creation. Although finding such fundable opportunities remains a challenge in these geographies, Pragati believes being close to the ground will generate strong deal flow. To further address the risk of limited deal flow, Pragati chooses to remain sector agnostic. The fund expects their investees to be family run businesses, and look for strong corporate governance.
Pragati is a relatively recent financial-first, commercial fund and does not have explicit impact measurement systems. Since DFIs such as CDC and IFC are LPs of the fund, Pragati follows strong ESG-oriented metrics. Key contact
N. Shadagopan
SOURCE: Interview with fund; Dalberg research
Aavishkaar India Micro Venture Capital Fund CDC, IFC, FMO, KfW, NABARD, Rockefeller, others
Vortex Engineering
Developer and mfg. of low-cost ATMs
Aavishkaar was one of the first funds set up to provide equity finance to early-stage inclusive businesses. The fund diversifies its exposure across education, healthcare, agriculture, ICT, and energy. Although Aavishkaar does not focus exclusively on low-income states, its strategy of investing in rural areas where few other fund managers are willing to go, ensures that over 50% of its invested capital has a footprint on low-income states. Aavishkaar takes a venture-capital style approach to develop sectors and industries in nascent geographies. Aavishkaar has so far made 33 investments in prerevenue companies, underwriting risks of limited experience of entrepreneurs and lack of local enabling institutions, and has still delivered strong financial returns.
Vineet Rai
SOURCE: Interview with fund; Dalberg research; ImpactBase
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes Figure 3: Fund manager snapshot Aureos
Fund name Investors Fund details Vintage Total AUM Avg. size of investment Target IRR Geographic focus Sector focus Social impact metrics employed
Aureos has a proprietary impact measurements framework, the Aureos Sustainability Index. Beyond this, Aureos also follows IFC perfor mance standards and is a signatory of UNPRI. Key contact
Asiri Hospitals
Chain of low-cost hospitals in Sri Lanka
2004 $ 100 million (70% for India) $ 5 10 million ~25% India, Sri Lanka, Bangladesh Sector agnostic
Aureos is a global investment firm with a portfolio of emerging markets focused private equity funds. Aureos qualifies itself as a financial-first fund manager, and focuses on SMEs across sectors. It is one of the few fund managers currently focusing on Sri Lanka, and has a strong track record of investing across South Asia. Although sector agnostic, the fund plans to target infrastructure oriented sectors such as manufacturing, transportation / logistics, pharmaceutical, and healthcare in the short-medium term. Aureos follows ESG criteria closely, and often uses such parameters as screening criteria, in conjunction with capital intensity and level of regulation. Globally, Aureos has completed over 270 transactions to date, and its exits have realized IRRs of 30%.
N/A
LR Global, the first formal institutional PE fund to be set up in Sri Lanka in the current post-conflict environment, was spun out of the Rockefeller office by former Aureos investment professionals, when IFC provided an anchor investment of $10 million. LR Global plans to invest in SMEs, where they believe exit strategies will be easier to place, and will source deals in-house, as opposed to secondary transactions. The focus on SMEs is not narrowed by an exclusive focus on IB. However, many opportunities in LRs deal pipeline could qualify as IBs by ADBs definition. Agriculture, tourism, and infrastructure are priority sectors for LR Global, while they remain sector agnostic. Further, LR Global will focus on investing in value chains of sectors where larger players operate.
Chanaka Wickramasuriya
SOURCE: Interview with fund; Dalberg research
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes Figure 5: Fund manager snapshot SEAF
Fund name Investors Fund details Vintage Total AUM Avg. size of investment Target IRR Geographic focus Sector focus Social impact metrics employed
SEAF tracks IRIS compatible metrics such as employment, wages, benefits, training, suppliers, customers, taxes, community development, formalization and corporate governance. SEAFs development impact reports are available online. Key contact
Abhay Cotex
Cotton seed processing company
To create the India Agribusiness Fund (IAF), SEAF brought its global expertise of investing in agribusinesses (40% of global portfolio in the sector) and experience of investing in India through professionals with 6 years of investment experience at Kotak. IAF is one of the countrys few IB-focused sector-specific funds, and invests in SMEs that operate in the Agribusiness value chain, except upstream players. Typical opportunities that the fund considers are B2B businesses in sub-sectors such as agricultural processing, implements, logistics, and other post-harvest industries. SEAFs investment professionals recognize the nascence of PE to this sector, and hence spend more than 50% of their time on the ground, sourcing and monitoring deals. Given a chance, SEAF would deploy TA for public or shared goods.
Hemendra Mathur
SOURCE: Interview with fund; Dalberg research; ImpactBase
Sample investment Strategy 2012 $ 60 million + $ 1 5 million 15-16% Low-income states in India Sector agnostic
FabIndia
Retailer of products handmade by rural craftspeople
SIDBI is a government owned financial institution providing debt and equity to micro, small, and medium-scale enterprises in India. SIDBI VC is a wholly owned subsidiary, which has set up the Samriddh Fund with DFID. The funds sector agnostic investment strategy focuses on SMEs in low-income states in India with potential to increase incomes of low-income populations. SIDBI believes that an exclusive LIS focus ensures that their SME investees are also IBs. The fund does not focus on Northeastern states, however, due to a lack of enabling infrastructure in those regions currently. SIDBI intends to encourage its investees to enter LIS markets, and further help them by leveraging its network within the government, if needed. Any returns over 14% that the fund generates are returned to their current investor, DFID.
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
India
Number of clusters
194 48 67 251
2,717 2,377
Madhya Pradesh
Odisha Rajasthan Uttar Pradesh 7.2% 5.4% 6.3%
12.0%
1,804
340 198
504
1,707
862
38 82 84 19 7 39 82
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Bihar recorded the second highest GDP growth among all the states DFIs like IFC, DFID, Kfw, CDC & SIDBI have Bihar as one of their focus states Bihar government is proactively giving policy incentives for Industries & Investors
Chhatisgarh 12 / 29 1 / 15 in LIS/NES
Jharkhand 21 / 29 9 / 15 in LIS/NES
Chhattisgarh accounts for about 16 per cent of the nations coal reserves and is rich in other mineral resources such as Limestone, Iron-ore, Copper, Bauxite., Chhattisgarh is presently one of the few states that has surplus power The state offers a wide range of fiscal and policy incentives for businesses and stands first among LIS & NES in the competitiveness rankings DFIs like IFC, DFID, Kfw,CDC & SIDBI have Chhatisgarh as one of their focus states Jharkhand has around 40 per cent of the countrys mineral wealth DFIs like IFC, DFID, Kfw,CDC & SIDBI have Chhatisgarh as one of their focus states Location Advantage: Closer to the ports of Kolkata, Haldia and Paradip and has easy access to raw materials.
Agriculture: Tea, Rubber, Sugarcane, Tobacco, Dairy, Paper Industries: Plastics, Transport equipment, Chemicals, Textiles, Mines, Minerals Agriculture: Food processing Industries: Mining, Minerals, Iron & Steel, Cement, Power, IT& ITes, Biotechnology, Gems & Jewellery
Iron & steel ancillary units Castings & metal fabrication Gems & Jewellery Textiles Aluminum
Odisha 15 / 29 4 / 15 in LIS/NES
A large number of consumer goods companies have manufacturing bases in the state because it is centrally located and is equidistant to all major cities of India Madhya Pradesh has rich mineral resources and has the largest reserves of diamond and copper in India State government is actively working with World bank, IFC, DFID and other DFIs on host of developmental projects Leads in iron, steel, ferroalloy & aluminium production. It also has a strong base for coal-based power generation Has a stable political environment and is actively working with IFC, DFID and other development organizations Offers a wide range of fiscal and policy incentives for businesses
Agriculture: Rubber, Food & beverages Industries: Mining, Minerals, Iron & Steel, Engineering, Chemicals, Handloom, Plastics, Printing & Packaging, Tourism Agriculture: Agri processing, forest based industries Industries: Mining, Minerals, Auto & Auto components, Textiles, Cement, Pharmaceuticals, Minerals, Manufacturing, IT & ITes, Tourism Agriculture: Agriprocessing, Food & beverages Industries: Mining, Minerals, Aluminum, Handloom,Tourism , Electronics, Iron, steel & Ferroalloy
Iron & steel ancillary units Engineering & fabrication Auto components Textiles Casting & metal fabrication
Food processing industries Handloom Handicrafts Textiles Agro & Forest based industries
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts It is a natural corridor between the wealthy Northern and the prosperous Western states of the country, which makes it an important trade and commerce centre Rajasthan is one of the most attractive tourist destinations in India Rajasthan offers a variety of unexploited agricultural and mineral resources, which is indicative of scope for value addition and exports Rajasthan s GDP growth rate fell from 11% for the year 2010-11 to 5.4% for the year 2011-12 Newly formed state government in Uttar Pradesh is seen as an industry friendly government Government is actively working with Gates foundation, DFID and others state has witnessed high The infrastructural growth , which is seen as a positive facilitator for industrial growth, in the past few years
Major industries Agriculture: Agriprocessing Industries: Cement, IT & ITes, Ceramics, Mining, Minerals, Steel, Chemicals, Auto & Auto components, Textiles, Gems & Jewellery, Marble
Major clusters
Ceramics Textiles Marble slates Auto & Auto components Food processing Gems & Jewellery
One of the most needy Low Income state Under the new government , the erstwhile communist state is actively looking for a larger role by the private sector for its growth It has a good geographical advantage due to its proximity with sea ,North east and other landlocked countries
Undulating topography and varied agroclimatic conditions offer vast potential for horticulture and growing a variety of fruits, vegetables, spices, aromatic and medicinal plants, flowers and mushroom Central government is taking up many initiatives to improve infrastructure and other amenities in the state
Agriculture: Agro processing, Food processing Industries: IT & ITes, Ceramics, Mineral based industries, Tourism, Sports goods, Leather based industries, Textiles, Handloom & Handicrafts, Auto & Auto components Agriculture: Tea, Jute products, Agri & Agri allied industries Industries: Mining, Minerals, Petroleum & Petrochemicals, Leather, Iron & Steel, IT, Auto & Auto components, Biotechnology Agriculture: Cane & bamboo, Horticulture Industries: Art & crafts, Weaving, Carpet weaving, Wood carving, Ornaments, Tourism, Saw mills & plywood, Power, Mineral based industries
Engineering equipment Textiles Leather products Auto & Auto components Rice mills Foundry
Engineering equipment Textiles Leather products Auto & Auto components Rice mills Foundry
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts Assam is the largest economy of the Northeast region and is the most industrially advanced state in the Northeast India Assam is rich in natural resources such as natural oil and gas, rubber, tea, and minerals such as granite, limestone and kaolin The state is rich in water resources. Other potential areas of investment include power and energy, mineral-based industries, tourism and crude oil refining Manipur has significant potential for growing various horticultural crops because of varied agro-climatic conditions A wide variety of rare and exotic medicinal and aromatic plants grow in Manipur and Entrepreneurs get easy access for processing and marketing such plants With 79.8 per cent literacy rate, Manipur offers a largely educated workforce. Good Knowledge of English is an added advantage of the Manipuri workforce Meghalaya is endowed with abundant natural resources in terms of flora, fauna, medicinal plants, forests, coal, lime stone, feldspar, quartz, sillimanite, granite, industrial clay and uranium Meghalaya has a literacy rate of 75.5 per cent and a majority of local population speaks and understands English The state provides good support through various central and State Government agencies
Major industries Agriculture: Tea, Food processing, Horticulture, Sericulture Industries: Coal, Oil & Gas, Limestone, Cement, Tourism, Traditional cottage industry
Major clusters
Manipur 27 / 29 14 / 15 in LIS/NES
Agriculture: Food processing, Sericulture Industries: Tourism, Handlooms, Handicrafts, Bamboo processing
Meghalaya 24 / 29 12 / 15 in LIS/NES
Mizoram 25 / 29 13 / 15 in LIS/NES
Mizoram contributes 14 per cent to the countrys bamboo production; the climate is ideal for setting up agricultural and forestry produce-based industries With a literacy rate of 91.6 per cent, Mizoram offers a highly literate workforce. Knowledge of English is an added advantage With improving connectivity and the establishment of trade routes with neighbouring countries, trade facilitation has improved significantly over the last decade
Agriculture: Agro processing, Food processing, Horticulture, Dairy & Livestock Industries: Tourism, Mining, Cement, Steel processing, Handlooms, Handicrafts, Hydroelectric power Agriculture: Bamboo, Sericulture, Food processing, Medicinal plants, Horticulture Industries: Tourism, Energy, IT, Minerals & Stones, Handlooms & Handicrafts
Handicraft Handloom
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key facts Nagaland has a high literacy rate of 80.1 per cent. Majority of the population in the state speaks English, which is the official language of the state The state provides institutional support through various central and State Government agencies viz., North East Council, Ministry of Development of North Eastern Region and Nagaland Industrial Development Council Tripura is rich in natural resources such as natural oil and gas, rubber, tea and medicinal plants Tripura is connected with the rest of Northeast India by National Highway (NH)-44. Improved rail, air connectivity and establishment of trade routes have further facilitated the trade At 87.8 per cent, Tripuras literacy rate is higher than the national average rate
Major industries Agriculture: Bamboo, Sericulture, Horticulture Industries: Tourism, Handlooms, Handicrafts, Minerals, Mining Agriculture: Tea, Rubber, Bamboo, Sericulture, Medicinal Plants, Horticulture Industries: Natural Gas, IT & ITes, Tourism, Handlooms, Handicrafts
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Key indicators across LIS & NES: Access to water and sanitation
% of population with access to improved water sources
Northeastern States (NES)
93 82 81 77 83 95 91
Government along with bilateral aid and loans from multilateral development banks loans have created successful PPP models Government of Indias Total Sanitation Campaign (TSC) is operational in 578 rural districts with an outlay of $3.35bn; for each sponsored project, the central govt shares 60% of total cost, while the state and the community contribute 20% each Key policies: JNNURM, National Water Policy & other state policies
93
70
89
96
50 80 60 84 India avg.
66 98 94 51 India avg.
90 88 87 80 86 76 80 77 44 31 62 32 55 23 53
82
Central government is focusing more on Nuclear Energy & Solar Energy to electrify the un electrified villages and under electrified villages Solar Mission is expected to create more than 100,000 jobs and attract USD 820mn investment Central government has announced taxfree bonds of USD 1.90bn for financing projects related to power sector Key policies: Solar Mission, Electricity Act 2003, Electricity Act During 2006, Revised tariff guidelines, National Biomass Cook stoves Initiatives (NBCI)
70
80 69
19
62 25
83 14 79 16
37
67 31 India avg. India avg. NOTE: Solid fuels include biomass fuels, such as wood, charcoal, crops or other agricultural waste, dung, shrubs and straw, and coal.
SOURCE: India Census, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
Total expenditure on healthcare is expected to increase to $81.2 bn by 2015 To meet domestic demand, India needs $143 bn investments in healthcare by 2030
12.8
5.0
14.1
2.8
Government of India has decided to increase expenditure on healthcare to 2.5% of the GDP by 2017, from the current 1.4% Government allots high priority to proposals related to hospitals, life saving drugs and equipment
Key policies: National Rural Health Mission (NHRM), National Urban Health Mission (NUHM)
10.4
17.9 6.2
4.5 5.3
6.1 7.4 India avg. India avg. SOURCE: HRH Report I; Public Health Foundation of India; World Bank
By 2020, India needs 800 more universities and 35,000 colleges to meet the demand
64 76 76 90 69 87 61 85 30 12 44 26 24 41 35
58
The sector witnesses spends of more than $10.4 bn, which is estimated to grow at 18.0% annually Key policies: Right to Education Act (RTE), and Foreign Educational Institutions Bill (FEIB) RTE makes access to primary education a fundamental right and mandates 25% reservation for underprivileged students in schools FEIB allows FEIs to setup multidisciplinary campuses and award degrees; it mandates FEIs to invest at least 51% of capital expenditure required and regulates the admission process, fee structure, period of operation
91 76
18 21
77 89 102 97
72 India avg.
19 16 14 20
30 India avg.
SOURCE: UNESCO; CIA Factbook; State Elementary Education Report Card, DISE (2010-11)
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
4 5
NDSC website Coordinated Action on Skill Development, Planning Commission 6 Business Standard, May, 2012 7 NSDC, May, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
8 9
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
10 11
ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
12
NRLM Website
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
13 14
Times of India, Jan, 2012 National Innovational Council Website 15 Indian Express, November, 2011
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ADB Inclusive Business Market Study for India and Sri Lanka Draft Report: Annexes
16
NABARD website
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