The proposed Devi Seafoods IPO is likely to be a mix of
primary and secondary share sale, and the company will soon appoint a banker to
manage the share sale
Devi Seafoods Ltd, one of the largest seafood exporters from
India, is in the process of hiring investment banks for a planned initial
public offering (IPO).
Based in Visakhapatnam, Andhra Pradesh,
Devi Seafoods is a supplier of frozen shrimps with its own processing plant,
aquaculture farms and shrimp hatchery.
“Devi Seafoods has been in talks with investment banks for
the last few weeks for working on its IPO. The company plans to raise up to
Rs1,000 crore through the proposed IPO, which they are eyeing in 2018. They
will be soon appointing a banker syndicate to start work on the deal,” said one
of the people cited above, requesting anonymity as he is not authorized to
speak to reporters.
According to the second person, the proposed IPO is likely
to be a mix of primary and secondary share sale.
“The promoters are likely to look at diluting some stake
though the IPO and some primary capital will definitely be raised for investing
in the business,” this person said, also on condition of anonymity.
Devi Seafoods will end the current financial year with
revenue of close to Rs1,000 crore, he added.
Emails sent to Devi Seafoods on Friday did not elicit any
response.
According to the company’s filings with the registrar of
companies (RoC), Devi Seafoods reported revenue of Rs789.02 crore in the
financial year 2015-16, compared to a revenue of Rs817.35 crore in the previous
year. The company reported growth of 20% and 16% respectively, in production
and export sales quantity during the year 2015-16, compared to the previous
year.
With a total of 3,500 employees across its verticals, the
company has three processing units and sells products under brands such as
Volga Classic, Sindhu Classic and Mornings Harvest.
Almost 90% of the company’s exports are to the US market,
while 6-7% go to Canada.
In the early 1990s, Potru Brahmanandam, who was a civil
constructions contractor in Visakhapatnam, received an offer from a friend who
owned fishing trawlers. Given the surplus cash he had from his business, would
Brahmanandam be interested in investing in the lucrative marine export
industry? He said he would.
After pooling in their own money, and taking a ₹25-lakh loan
from Union Bank of India, the two friends started Devi Sea Foods (DSF) out of a
leased facility in 1992, with the intention of buying shrimps from local
farmers and selling them in the international market.
Potru Brahmanandam, who joined the company as its managing
director (and remains so), quickly realised how high the margins were, and DSF
turned profitable in a few months. In 1997, he bought out the 50 percent share
his friend—whom he declined to name—had, and took full control of the company.
By 1997, DSF had established itself in the Japanese market,
with clients such as Mitsubishi Corporation and Hitachi Corporation, and was
training its sights on the US market, one of the biggest markets for Indian
shrimp exports. For this, he approached an old Australian client. In 1996, says
Brahmanandam, this client, then a small-time shrimp importer, wanted to return
a batch of DSF shrimps because they were sub-standard, and he had readily
agreed. By the time Brahmanandam was thinking of entering the US market, the
Australian client had turned into a major vendor for Orlando-based Darden
Restaurants, which owns eight restaurant chains in the US and Canada with 1,536
outlets and sales of $6.93 billion in 2016. He helped Brahmanandam get in touch
with them. In 1999, DSF started supplying processed shrimps to Darden
Restaurants.
By sticking to its core business, DSF has made efficient use
of capital, which can be measured in its high return on equity (RoE). Between
2012 and 2017, its net worth has gone up from ₹103 crore to ₹326 crore, with a
consistent RoE of 20 percent.
But a flourishing trade in the US soon attracted
anti-dumping regulations for Indian shrimp exporters. In 2004, American shrimp
producers filed a case with the US Department of Commerce against countries
such as India, Thailand, Ecuador, Brazil and China. Indian companies such as
DSF could export to the US only after payment of a 3.5 percent duty (they did not
pay any earlier). After five years, when the issue came up for review, DSF
presented a strong case for itself before the US authorities as a supplier of
value-added products (which were exempt from duty) that was not hurting the
domestic market. “They eventually cleared our name in 2009 and that was a big
relief,” says GS Rao, commercial director, DSF. “There are only three companies
in Asia that have got such exemptions [the other two are from Thailand and
China], and we are one of them.” The amount of duty that DSF had to pay in the
intervening years was also refunded.
The move towards value-added products also helped the
company get high-value customers like Sysco Corporation, the world’s largest
food distributor, with more than $50 billion in annual revenues, in 2007.
Netting Sysco as a client, however, was a lot of hard work, with DSF
negotiating for almost a year to just get an appointment with its directors.
Although the first meeting took place in 2006, at the company’s Houston
headquarters, Brahmanandam and Rao had a tough time convincing them of their
credibility and their quality and safety standards.
Sysco finally agreed, but placed an initial order of 3.7
million pounds, a relatively small one by export standards. “We were happy to
take the small order because we knew that we could deliver on it.
A larger order with so many processes would have been
difficult,” says Brahmanandam. Today, DSF in the US—the American subsidiary of
the company was set up in 2005—supplies frozen shrimps worth $100 million (20
million pounds by weight) annually to Sysco, which is now DSF’s largest client,
with a 70 percent share of the company’s exports.
Almost 90 percent of DSF’s current exports are to the US
market, while 6 to 7 percent is to Canada; it has stopped exporting to Japan
after shifting its focus to the US. Brahmanandam’s move towards value-added
products gave him the advantage of higher margins that other shrimp exporters
caught on to only later.
Exporters such as Falcon Marine, Devi Fisheries and Liberty
Frozen Foods now supply value-added shrimps to the US. However, unlike DSF,
they sell to importers and not to retail clients, which means their margins are
lower. Although the initial investment into the processing plants was
capital-intensive, DSF’s business was generating free cash flows, which he was
investing back into the business.
DSF’s success can also be attributed to the fact that it
focussed only on the shrimp business, and did not diversify into other
products, such as fish. Most other shrimp exporters in India, who don’t do any
value-addition, export other marine food products as well.
“I think what has really worked for the company is the fact
that Brahmanandam is a people’s person and the first thing that he looks at is
the value-addition or benefit that he can create for other people. Be it
dealing with customers or suppliers, he values his people,” says Rao.
The shrimp export business is labour intensive. DSF has
built a reputation for itself among the shrimp farming community of Andhra
Pradesh by making timely payments. It claims that other shrimp exporters are
not prompt with their payments, which are sometimes made after 10 days of
procurements. Earlier, DSF would procure shrimps from the farms, but from 2004
it started encouraging farmers to come to the plant directly; DSF would pay
them within 30 minutes of the produce being delivered. The company claims that
other exporters are now following similar procedures.
Although such payments mean DSF has an additional pressure
on its working capital, Brahmanandam feels maintaining the company’s reputation
is paramount. “We feel the farmers should come to the plant only once and get
their dues. This ensures we get good quality shrimps on time, and can easily
maintain our inventories in the international market,” he says.
Over the last two years, investment bankers and private
equity players have been urging Brahmanandam to take the company public. “They
are saying we can get a valuation of ₹4,000 crore. But we don’t need the money.
What will we do with it unless there is a need for expansion?” he says.
DSF’s growth plans revolve around the Asian and Western
markets. With technological advancements, shrimp farming and production has
been on the rise, and will continue to be so. Growing shrimp production also
offers opportunities to allied industries, such as processing units and
manufacturers of shrimp feed and seed.
According to the Ministry of Commerce and Industry, India
exported 0.4 million metric tonnes (MMT) of shrimp, worth around $3.7 billion,
in 2016-17. The US was the largest import market (0.16 MMT), followed by the
European Union, Southeast Asia, Japan, the Middle East, China and other
countries. Among all the seafood exports from India, frozen shrimp remained the
top item, accounting for 38.28 percent by volume, and 64.50 percent by earnings
(in US dollars); shrimp exports increased by 16.21 percent (by volume) over the
previous year.
In the short term, DSF plans to build a new shrimp
processing plant with a capacity of 10,000 metric tonnes per annum (MTPA) in
Andhra Pradesh, with a capital (fixed and working) outlay of ₹100 crore; the
plant is expected to be operational by mid-2018. This will take the company’s
production to 25,000 MTPA by March 2019. The increased capacity will meet
demand from existing clients, as well as a few new ones in the pipeline.
In 2016, DSF forayed into manufacturing shrimp feed, by
setting up a production unit near Kakinada in Andhra Pradesh. Plans are afoot
to install another production unit, with a capacity of 40,000 MTPA, at a cost
of ₹50 crore, to be functional by next March. Production of shrimp feed is
expected to reach 0.1 MMTPA by March 2019, with revenues of ₹650 crore. By March 2019, DSF aims to cross
₹2,500 crore in revenues.
Over the long term, Brahmanandam plans to make DSF a global
sourcing company and expand its footprint in European markets by replicating
its US model. He also wants to build alliances across producers in Asia to
ensure alternative supply sources.
In 2016, DSF and Avanti Group started an asset
reconstruction business called Maximus by investing around ₹50 crore each. They
plan to increase this to ₹100 crore in the next few years.
Brahmanandam feels there are many small companies that are
unable to repay bank loans and have become non-performing assets. He plans to
buy out these assets from the banks and help the companies restructure their
business.
“It is a small gesture to help small businessmen who are in
trouble. It is our way of lending a helping hand and providing capital to those
who are a lot like us—companies that have the potential to grow,” he says.
He looks at this venture as a challenge and an opportunity.
“We have run a focussed business for 25 years. We wanted diversification and
this is how we want to do it.”
http://www.forbesindia.com/
Comments