Market Research Report : Warehousing market in India 2012

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Warehousing Market – India

September 2012

2

SAMPLE

Executive Summary

Market

Competition

Warehousing market in India is expected to grow at about xx% reaching ~ INR xx bn by 20‐‐Warehousing demand in India from eight major industry segments is expected to grow at xx% CAGR from ~xx mn sq. ft. in 20‐‐ to ~xx mn sq. ft. in 20‐‐Warehousing Market in India: Unorganized – xx% and Organized – xx%Warehousing Space Segments: Agri‐warehousing – xx% and Industrial Warehousing – xx%

Company ICompany H Company G

Major Players

Company A Company B Company C

Company D Company E Company F

Drivers & Challenges

Drivers– Rapid Growth in Organized Retail & Major Industry Segments

– Growth in E‐commerce– Growth in International Trade– Growth in Containerization– Rising Domestic Consumption– Increased Demand from Farmers

Challenges– Strategic challenges – Operational challenges

WAREHOUSING MARKET IN INDIA 2012.PPT

Government Initiatives

• National Policy on Handling, Storage and Transportation• Shift to GST tax regime• Warehousing Act• Government Warehousing Agencies

• Private Investment in Logistics Parks and FTWZs• Infrastructural Developments• Development of the Dedicated Freight Corridor• Way Forward ‐ Planning Commission

Trends• Consolidation in the Warehousing Market• Changing Tax Policy Boosting Warehouse Outsourcing• Emergence of 3PLs in Logistics Services

• Real Estate Companies Foray into Warehousing• PE Activity in Warehousing Market• Adoption of New Technologies

3

SAMPLE


•Introduction

•Market Overview

•Warehouse Classification

•Business Models

•Establishment Criteria

•Drivers & Challenges

•Government Initiative

•Warehousing Opportunities in India

Opportunities in Rural Areas

•Trends

•Competition

•Strategic Recommendation

•Appendix

4

SAMPLE Evolution of Warehousing – India

• xx

• xx1990s

Late 1990s‐Early 2000

• xx

2005‐2011


5

SAMPLE Warehouses constitutes space for temporary storage for raw materials and finished goods for onward transport to customers

Role • xx

Activities• xx • xx • xx

Core Non‐core or value added services

Integration • xx


6

SAMPLE

Warehousing Market in India – Structure & Share

Warehousing Market in India

Organized

•xx

Unorganized

•xx

EXIM Domestic

xx%xx%

xx% xx%


Note: % Share corresponds to current warehousing space

7

SAMPLE

Warehousing Market in India is poised to grow owing to meet up the demand‐supply gap

Warehousing Market ‐ Overview Warehousing Market Share in Logistics (2010)

x1%

x2%

•Warehousing in India which accounts for approximately xx% of total logistics costs primarily has 2 segments:

Agri‐warehousing

Industrial warehousing

• Agri‐warehousing capacity is expected to grow at xx% CAGR to xx MMT by 20‐‐ driven by growth in the agricultural sector and deficit in space

Agri‐ warehousing market was estimated at about INR xx bn in 20‐‐

• India can store xx mn tonnes out of xx mn tonnes of food produce that comes for sale, having a gap of xx mn tonnes which is likely to widen to xx mn tonnes by 20‐‐

This indicates the need for construction of 3,500 warehouses each holding 10,000 tonnes over next five years

• Competitive landscape is dominated by state‐owned companies such as Food Corporation of India (FCI), Central Warehousing Corporation (CWC) and 17 State Warehousing Corporations (SWCs) although private participation is also growing significantly

y2%

y1%

Industrial WarehousingAgri‐warehousing

Other Logistic SegmentsWarehousing


z1%

z2%

Warehousing Segments – By Space & Value

Note: Agricultural warehousing does not include temperature controlled warehousing; Industrial Warehousing includes liquid / gas warehousing

Space Value

8

SAMPLE

Industrial Warehousing Market in India will grow faster than Agri‐warehousing over 20‐‐ ‐ 20‐‐

Warehousing Market – Market Size


Agricultural Warehousing Market

Note: Market size do not include temperature controlled warehousing

Industrial Warehousing Market

0

200

400

600

800

1,000

INR bn

xx%

20‐‐

a7

20‐‐

a6

20‐‐

a5

20‐‐

a4

20‐‐

a3

20‐‐

a2

20‐‐

a1

0

200

400

600

800

1,000

c3

20‐‐

c2

20‐‐

c1

INR bn

xx%

20‐‐

c7

20‐‐

c6

20‐‐

c5

20‐‐

c4

20‐‐

0

20

40

60

80

INR bnxx%

20‐‐

b7

20‐‐

b6

20‐‐

b5

20‐‐

b4

20‐‐

b3

20‐‐

b2

20‐‐

b1

9

SAMPLE

Demand for warehousing is expected to grow at xx% CAGR from ~xx mn sq. ft. in 20‐‐ to ~xx mn sq. ft. in 20‐‐

Warehousing Demand in India

Warehousing Demand from Major Sectors

Note: Warehousing demand excludes CFS warehousing space, warehousing space within factories and public agriculture warehouses

x1x3x3x2

0

200

400

600

mn sq ft.

20‐‐20‐‐20‐‐20‐‐

xx%


a4%

a3%a2%

a1%a6%

a8%a7%

a5%

Sector C

Sector G

Sector D

Sector HSector F

Sector BSector A

Sector E

b8%

b6%

b4%

b7%

b3%

b5%

b2%

b1%

c8%c6%

c4%

c7%

c3%

c5%

c2%

c1%

d8%d6%

d4%

d7%

d3%

d5%

d2%

d1%

20‐‐ 20‐‐ 20‐‐e 20‐‐e

Demand for warehousing will be higher from Engggoods and IT,

Electronics & Telecom sectors than Food

sector validating that the industrial

warehousing will grow at higher rate

10

SAMPLE

Share of private participation in agri‐warehousing has increased over the last decade

Agri‐warehousing Capacity Expansion (2000 – 2010)

x1%

x4%

x3%

x2%

Player CPlayer A Player DPlayer B

y4%

y3%

y2%

y1%

20‐‐ 20‐‐

z3%

z2%

z1%

Agency C

Agency B

Agency A

Traditionally public sector had the major share in agri‐warehousing due to its capital

intensive nature and high uncertainty over revenue generation, however, private

participation has now picked up owing to the available capital subsidy


11

SAMPLE

Type

Classification of Warehouses based on Ownership & Usage (1/2)

Private

Bonded

Public

• xx

• xx

• xx


12

SAMPLE Two Primary Business Models based on Operator’s Preferences

Model A

Model B

xx

xx

Built‐to‐suit (BTS)

• xx

Direct land purchase

Partnership with land developer

• xx

• xx

Built‐to‐suit (BTS)

Long‐term Land Lease

xx xx

xx xx


13

SAMPLE Key Requirements for building Warehouses


Requirements

Right LocationThe location should

be logistical

DesignWarehouses should be

built as per well defined norms

OperationWarehouses should belinked to IT systems

and metrics

14

SAMPLE Major Buying Criteria

Major Buying Criteria

Criteria 7 Criteria 2

Criteria 3

Criteria 4

Criteria 1

Criteria 6

Criteria 5


15

SAMPLE Critical Success Factors


Critical Success Factors

Factor 1

Factor 3

Factor 2Factor 4

In future, when warehousing industry will be more organized and technology will be extensively used in operations, the availability and costs of trained labor would gain in importance

In future, when warehousing industry will be more organized and technology will be extensively used in operations, the availability and costs of trained labor would gain in importance

16

SAMPLE

Location Preference for Warehousing (1/2)


Low High

Low

High

Conn

ectivity

Total Cargo Traffic

City 1

City 3City 2

City 5

City 6City 13

City 4

City 12

City 11

City 10City 9

City 7

City 17

City 19

City 8

City 15

City 21

City 18

City 14

City 16City 20

City 22

Low Medium HighCompetitive Intensity

While city x, city y and city z are most attractive locations, most of the other preferred locations lie in major western and southern cities

17

SAMPLE Major Warehouse Hubs in India


Cities Legend

Western and Southern India comprises of the most of the cities having warehouses

Note: The list is not exhaustive

18

SAMPLE

Drivers & Challenges

Growth in E‐commerce

Increased Demand from Farmers

Drivers

Rapid Growth in Organized Retail & Major Industry Segments

Growth in International Trade

Growth in Containerization

Rising Domestic Consumption

Challenges

Strategic challenges

Operational challenges


19

SAMPLE

With the growth in organized retail and manufacturing sectors, the need for warehousing is increasing in India

•Finding 1 Sub‐finding 1

Sub‐finding 2


Sub‐finding 2

Sub‐finding 3


Rapid Growth in Organized Retail & Major Industry Segments (1/2) Impact

Growth in Organized Retail

0

5

10

15

INR tn

xx%

20‐‐

a2

20‐‐

a1


Growth in Food Retail Sector

0

5

10

INR tn

xx%

20‐‐

b2

20‐‐

b1

20

SAMPLE

Presence of extremely affordable and desirable E‐Commerce options is driving the warehousing demand

•Finding 1

• Finding 2

• Finding 3

• Finding 4: Sub‐finding 1

Sub‐finding 2

• Finding 5

Growth in E‐commerce Impact


0

1,000

2,000

3,000

20‐‐

a1

INR bn

xx%

20‐‐

a6

20‐‐

a5

20‐‐

a4

20‐‐

a3

20‐‐

a2

x5%

x4%

x3%x2%

x1% Online Digital Downloads

Online Other Services

Online Financial Services

e‐tailing

Online Travel

E‐Commerce Market Growth ‐ India E‐Commerce Market Share (20‐‐)

21

SAMPLE

Growth in International Trade

Growth in international trade provides huge impetus to the growth in warehousing market

•Finding 1

• Finding 2 Sub‐finding 1

Sub‐finding 2

• Finding 3 Sub‐finding 1

Sub‐finding 2

• Finding 4• Finding 5• Finding 6

India’s Total Export India’s Total ImportGovernment of India plans to double India’s exports of goods and services of by 20‐‐ ‐ ‐‐

0

5,000

10,000

15,000

INR bn

xx%

20‐‐

a4

20‐‐

a3

20‐‐

a2

20‐‐

a1

0

5,000

10,000

15,000

20,000

INR bn

xx%

20‐‐

b4

20‐‐

b3

20‐‐

b2

20‐‐

b1

Imports into India are also expected to grow further, particularly of oil and capital good

Impact


22

SAMPLE

Rising containerized cargo traffic has led to the growth in CFSsand ICDs

•Finding 1 Sub‐finding 1 Sub‐finding 2

• Finding 2 Sub‐finding 1 Sub‐finding 2

• Finding 3: Sub‐finding 1 Sub‐finding 2 Sub‐finding 3

Sub‐finding 4


0

50,000

100,000

150,000

‘000 Tonnes

xx%

20‐‐

a10

20‐‐

a9

20‐‐

a8

20‐‐

a7

20‐‐

a6

20‐‐

a5

20‐‐

a4

20‐‐

a3

20‐‐

a2

20‐‐

a1

Growth in Overall Containerized Cargo

ImpactGrowth in Containerization (1/2)

23

SAMPLE

Rising Domestic Consumption

Rising income and consumption levels will boost the need for better warehousing in India

•Finding 1• Finding 2• Finding 3 Sub‐finding 1

• Finding 4 Sub‐finding 2 Sub‐finding 3

Aggregate Consumption (INR tr) Aggregate Disposable Income (INR tr)

0%

20%

40%

60%

80%

100%

20‐‐

y3

f1%f2%

f3%

f4%

f5%

20‐‐

y2

e1%

e2%

e3%

e4%e5%

20‐‐

y1

d1%

d2%

d3%d4%

d5%

Deprived

Aspirers

Seekers

Strivers

Globals >1000

500‐1000

200‐500

90‐200

<90

Household Income Brackets(INR ‘000)

60%

40%

20%

0%

20‐‐

x3

c1%c2%

c3%

c4%

c5%

20‐‐

x2

b1%

b2%

b3%

100% b5%

20‐‐

x1

a1%

b4%a3%a4%a5%

80%

a2%

ImpactImpact


24

SAMPLE

Strategic Challenges (4/7)

•Finding 1

•Finding 2

Sub‐finding 1

Sub‐finding 2

•Finding 3

Sub‐finding 3


Inventory in the system (No. of days) Market Share of Unorganized Players

0

10

20

30

40

Country C

z

Country B

y

Country A

xx2%

x1%

Players B

Players A

ImpactHighly Unorganized and Fragmented Market (1/2)

25

SAMPLE

Strategic Challenges (6/7)

•Finding 1

•Finding 2

Sub‐finding

•Finding 3

Sub‐finding

•Finding 4

Sub‐finding 1

Sub‐finding 2

Lack of Power Supply & Increasing Cost

Future Power Demand‐Supply Scenario

2007 20‐‐e 20‐‐eSupply

x6

a6%

b6%

Demand

x5

a5%

b5%

Supply

x4

a4%b4%

Demand

x3

a3%

b3%

Supply

x2

a2%

b2%

Demand

x1

a1%

b1%

Base

Peak

Demand Supply Gap ~ 17%

GenerationAverage Energy Demand

0

500

1,000Energy (BU)

XIXVIIIVIIVI

Impact


26

SAMPLE Government has taken strong initiatives and implemented various policies for the development of warehousing sector

National Policy on Handling, Storage and Transportation

•xx

Key Initiatives

Warehousing Act

• xx

Development of the Dedicated Freight Corridor

• xx

Infrastructural Developments

• xx

Private Investment in Logistics Parks and FTWZs

• xx


Shift to GST tax regime

• xx

27

SAMPLE

Number of Centers & Storage Capacities (Constructed & Hired) Available with the State Warehousing Corporations

‐‐‐‐‐‐‐Total

‐‐‐‐‐‐‐State 1717

‐‐‐‐‐‐‐State 1616

‐‐‐‐‐‐‐State 1515

‐‐‐‐‐‐‐State 1414

‐‐‐‐‐‐‐State 1313

‐‐‐‐‐‐‐State 1212

‐‐‐‐‐‐‐State 1111

‐‐‐‐‐‐‐State 1010

‐‐‐‐‐‐‐State 99

‐‐‐‐‐‐‐State 88

‐‐‐‐‐‐‐State 77

‐‐‐‐‐‐‐State 66

‐‐‐‐‐‐‐State 55

‐‐‐‐‐‐‐State 44

‐‐‐‐‐‐‐State 33

‐‐‐‐‐‐‐State 22

‐‐‐‐‐‐‐State 11

%Actual in MTPinthHiredOwned

OccupancyTotalCapacity in Lakh MTNo. of CentersName of SWCsSl. No.

Note: The list is as on 31st Mar, 2011


28

SAMPLE

Opportunities for Warehousing in India (2/4)

Growth of Pharmaceutical Market

Growth in FMCG Sector

0

500

1,000

1,500

2,000

2,500x1%

20‐‐

a2

20‐‐

a1

INR bn

0

1

2

3

4

INR tr

x3%

20‐‐

c4

20‐‐

c3

20‐‐

c2

20‐‐

c1

Growth of Automobile Sector

Growth in Agriculture Sector

0

2

4

6

8

INR tn

x2%

20‐‐

b2

20‐‐

b1

0

20

40

60

MMTx4%

20‐‐

d5

20‐‐

d4

20‐‐

d3

20‐‐

d2

20‐‐

d1

Growth

in

the

Major

Industry

Segments


29

SAMPLE

Opportunities for Warehousing in India (3/4)

• Finding 1

Sub‐finding 1

Sub‐finding 2

• Finding 2

Sub‐finding 3

Demand for Warehousing

Demand for Warehousing from IT, Electronics & Telecom

0

20

40

60

80

mn sq ft

y%

20‐‐

b4

20‐‐

b3

20‐‐

b2

20‐‐

b1

Demand for Warehousing from Engineering Goods

0

10

20

30

40

50

60

70

mn sq ftx%

20‐‐

a4

20‐‐

a3

20‐‐

a2

20‐‐

a1


30

SAMPLE Opportunities for Warehousing in India (4/4)

Major Demand Generators for Warehousing – City Wise Mapping


City H

City G

City F

Industry CIndustry B Industry EIndustry D

City C

City E

Industry A Industry F

City A

City B

City D

Cities Industries

Retail goods contribute a significant share of the warehousing demand at all the primary hubs owing to their large demographics and consumption

31

SAMPLE

Opportunities in Rural Areas ‐ Farmer’s Benefits from Warehouses


xx

1 2 3

456

xx xx

xx xx xx

32

SAMPLE

Key Trends ‐ Summary


Adoption of New Technologies

Consolidation in the Warehousing Market

Changing Tax Policy Boosting Warehouse

Outsourcing

Real Estate Companies Foray into

Warehousing

PE Activity in Warehousing Market

Emergence of 3PLs in Logistics Services

Trends

33

SAMPLE

Foreign players have become interested in the Indian market due to initiatives taken by government

Changing Tax Policy Boosting Warehouse Outsourcing

Growth in logistics outsourcing will provide an impetus to the organized sector and 3PL operators, which currently account for less than 10% of Indian logistics

Growth in logistics outsourcing will provide an impetus to the organized sector and 3PL operators, which currently account for less than 10% of Indian logistics

• Finding 1

• Survey: Sub‐finding 1

Sub‐finding 2

• Finding 2: Sub‐finding 1

Sub‐finding 2

State of logistics outsourcing Outsourced activities

Activity C

a10%

Activity D

a9%

Activity E

a8%

Activity F

a7%Activity G

a6%

Activity H

a5%

Activity I

a4%

Activity J

a3%

Activity B a2%

Activity A a1%

Respondents: 130 companies in 15 industriesSource: Centre for Supply Chain Management, MDI, Gurgaon, India


34

SAMPLE

Major Public Companies ‐ Summary

Note: All figures are in INR mn and are based on the latest financials available

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

2,400

2,600

2,800

10,000 12,000 14,000 16,000 18,000 20,000 22,000 24,000 26,000 28,000 30,000 32,000 34,000 36,000 38,000

Net Profit/Loss

Total income

m4

m3

m2

m1

Size of the Bubble represents Market Capitalization in INR mn


Company DCompany CCompany BCompany A

35

SAMPLE

Key People

Products and Services

Company Information Offices and Centres – India

Corporate Address

Tel No.

Fax No.

Website

Year of Incorporation

Ticker Symbol

Stock Exchange

Category Products/Services

Logistics solutions

Name Designation

Head Office

Public: Domestic Company – Company A (1/3)

Mumbai


36

SAMPLE Financial Snapshot Key Ratios

Financial Summary

• The company earned a net profit of INR xx mn in FY 20‐‐, as compared to net profit of INR xx mn in FY 20‐‐

• The company reported total income of INR xx mn in FY 20‐‐, registering an increase of xx% over FY 20‐‐

• The company earned an operating margin of xx% in FY 20‐‐, a decrease of xx percentage points over FY ‐‐

• The company reported debt to equity ratio of xx in FY 20‐‐, a decrease of xx% over FY ‐‐

Key Financial Performance Indicators

Indicators Value (22/06/2012)Market Capitalization (INR mn) xx

Total Enterprise Value (INR mn) xx

EPS (INR) xx

PE Ratio (Absolute)‐25th Jun, 2012 xx

Improved Decline

Net Profit/LossTotal Income

35858.434381.028803.1

20836.4

0

10000

20000

30000

40000

0

1000

2000

3000

2012

INR mnINR mn

201120102009


Particulars y‐o‐y change (2012‐11)

2012 2011 2010 2009

Profitability RatiosOperating Margin ‐0.19 8.78% 8.97% 7.61% 8.01%

Net Margin 0.06 6.54% 6.48% 5.76% 6.24%

Profit Before Tax Margin ‐0.15 8.44% 8.58% 7.77% 8.13%

Return on Equity 0.48 15.42% 14.94% 13.74% 13.07%

Return on Capital Employed 1.52 14.71% 13.18% 13.53% 13.95%

Return on Working Capital ‐11023.91‐

10973.56%50.35% 46.22% 36.95%

Return on Assets 0.32 8.27% 7.95% 8.07% 8.62%

Return on Fixed Assets 4.55 16.76% 12.20% 19.68% 23.75%

Cost RatiosOperating costs (% of Sales) 0.19 91.11% 90.92% 92.34% 91.90%

Administration costs (% of Sales)

17.24 17.24% 0.00% 6.07% 8.64%

Interest costs (% of Sales) 0.03 1.65% 1.62% 0.68% 1.12%

Liquidity RatiosCurrent Ratio ‐48.94% 1.00 1.95 1.82 2.13

Cash Ratio ‐43.37% 0.26 0.47 0.63 0.83

Leverage RatiosDebt to Equity Ratio ‐1.63% 0.86 0.88 0.70 0.52

Debt to Capital Ratio ‐20.15% 0.27 0.34 0.24 0.17

Interest Coverage Ratio ‐3.90% 5.39 5.61 11.27 7.20

Efficiency RatiosFixed Asset Turnover 35.97% 2.53 1.86 3.39 3.77

Asset Turnover 3.01% 1.25 1.21 1.39 1.37

Current Asset Turnover 36.26% 5.10 3.74 3.59 3.11

Working Capital Turnover ‐21677.73% ‐1655.74 7.67 7.97 5.86

Capital Employed Turnover 2.23% 2.33 2.28 2.37 2.07

Note: FYC 2012


37

SAMPLE

Key Business Segments Key Geographic Segments

Business Highlights

Description NewsOverview

ICD/CFS Facilities

Rank

Acquisitions

7% 7%

0%

50%

100%

INR mn

2010

83%

10%

2009

83%

10%

2008

94%

6%

Multimodal Transport Operations

Project & Engineering Solutions

Container Freight Stations


28% 27% 29%16%

15%15%4%5%

6% 2%2%2%2%2%

0%

50%

100%16%

30%

2008

INR mn

2009 2010

18%

31%

19%

29%

Europe

America

Far East

India

Mediterranean

Africa

Australia & New Zealand


38

SAMPLE

Major Private Companies ‐ Summary

Size of the Bubble represents Total Assets in INR mn

Note: All figures are in INR mn and are based on the latest financials available

‐800

‐700

‐600

‐500

‐400

‐300

‐200

‐100

0

100

200

300

400

500

600

1,150 1,200 1,250 1,300 1,350 1,400 1,450 1,500 1,550 1,600 1,650 1,700 1,750 1,800 1,850 1,900 1,950 2,000

Net Profit/Loss

Total income

t4

t3

t2

t1


Company DCompany CCompany BCompany A

39

SAMPLE

Private: Domestic Company – Company B (1/3)

Key People

Products and Services

Company Information Offices and Centres – India

Category Products/Services

Integrated logistics solutions

Name Designation

Corporate Address

Tel No.

Fax No.

Website

Year of Incorporation

Gurgaon

Head Office


40

SAMPLE

Financial Snapshot Key Ratios

Particulars y‐o‐y change (2011‐10)

2011 2010 2009 2008

Profitability RatiosOperating Margin 11.33 158.76% 147.43% 85.78% 85.47%

Net Margin 2.84 ‐39.51% ‐42.35% ‐34.24% ‐12.04%

Profit Before Tax Margin 14.83 ‐3.54% ‐18.36% ‐33.73% ‐13.47%

Return on Equity ‐1.56 ‐17.44% ‐15.88% ‐13.03% ‐2.17%

Return on Capital Employed 6.47 32.09% 25.62% 10.24% 8.61%

Return on Working Capital ‐9.23 ‐47.77% ‐38.55% ‐14.12% ‐32.91%

Return on Assets ‐0.61 ‐7.75% ‐7.14% ‐3.95% ‐1.20%

Return on Fixed Assets ‐0.73 ‐11.84% ‐11.11% ‐19.23% ‐544.86%

Cost RatiosOperating costs (% of Sales) ‐3.12 ‐84.18% ‐81.06% 13.85% 14.36%

Administration costs (% of Sales)

‐0.29 4.97% 5.27% 5.22% 1.90%

Interest costs (% of Sales) ‐24.46 8.02% 32.48% 0.00% 0.00%

Liquidity RatiosCurrent Ratio ‐10.05% 6.57 7.31 9.15 3.87

Cash Ratio 3.39% 6.02 5.82 8.58 2.69

Leverage RatiosDebt to Equity Ratio 4.88% 1.25 1.19 2.31 0.81

Debt to Capital Ratio 2.17% 0.56 0.54 0.70 0.45

Interest Coverage Ratio 311.83% 22.96 5.57 N.A. N.A.

Efficiency RatiosFixed Asset Turnover 20.93% 0.26 0.21 0.56 45.17

Asset Turnover 23.15% 0.17 0.14 0.11 0.10

Current Asset Turnover 38.14% 0.88 0.64 0.37 2.02

Working Capital Turnover 40.63% 1.04 0.74 0.41 2.73

Capital Employed Turnover 24.62% 0.38 0.31 0.38 0.18

Private: Domestic Company ‐ Company B (2/3)

Improved Decline

Financial Summary

• The company incurred a net loss of INR xx mn in FY 20‐‐, as compared to net loss of INR xx mn in FY 20‐‐

• The company reported total income of INR xxmn in FY 20‐‐, registering an increase of xx% over FY 20‐‐

• The company earned an operating margin of xx% in FY 20‐‐, an increase of xx percentage points over FY 20‐‐

• The company reported debt to equity ratio of xx in FY 20‐‐, an increase of xx% over FY 20‐‐

Net Profit/LossTotal Income

1376.61169.3

559.6

222.9

0

500

1000

1500

‐600

‐400

‐200

0

INR mn INR mn

2011201020092008


41

SAMPLE

Business Highlights

Private: Domestic Company ‐ Company B (3/3)

Description News

Overview

ICD Facilities

Investment Plans

Projects


42

SAMPLE Strategic Recommendation (1/5)


Opportunities for Warehousing in Madhya Pradesh

Madhya Pradesh• xx

43

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