He narrowed in on Canbank Mutual Fund, amid a fair amount of scepticism. The joint venture between Robeco and Canbank Mutual Fund took place in less than two years and in August 2007 he shifted base to India and stayed on as the Chief Operating Officer.
Now, three years down the road, after Canara Robeco has left behind its dreary past, he is moving on to a more senior position in Hong Kong. Here he speaks of his experience of the fund industry in India and what made him narrow down on such an unusual candidate.
Canbank Mutual Fund was virtually written off by many. What made you narrow down on it?
It was certainly the potential, not the company per se. The company was not in very good shape, performance of schemes left much to be desired, net sales were limited and market share was shrinking. There were issues related to brand, investment process, systems, infotech, etc. It was not a platform for growth.
We looked through the problems and the seemingly lack of potential but yet saw a future with Canbank Mutual Fund. We visited the branches and spoke to the branch managers of Canara Bank about the potential of such a distribution network. We felt we could turn it around eventually.
Actually, Robeco was not that interested in the company itself. We believed we could change it. The key to success is looking at the potential of two joint venture partners coming together.
In addition, the sponsor company - Canara Bank - has a huge network across the country. It is one of the largest banks in India. That was the potential we were going after - the immense distribution network.
Canara Bank also fit the profile that we were on the lookout for. Rabo Bank, the parent company of Robeco, is an AAA conservative player. Ditto for Canara Bank. Look at the crisis the banking industry went through in 2008. In such moments of stress, Rabo Bank had adequate liquidity as clients added to their Rabo deposits, instead of withdrawals, which was the mainstream picture in the industry. And public sector banks like Canara Bank too received inflows from clients. Both these brands convey the value of trust and such intrinsic value of the brand is a great asset.
At the time when we were surveying the market, Sundaram Mutual Fund was in the process of tying up with BNP Paribas. The other standalones were not interested in a joint venture partnership. And neither were we interested in a much smaller AMC.
We wanted to get into India, we wanted a player with a licence, a certain amount of assets and funds to begin with, and we wanted a reliable partner who shared a similar vision of where we both wanted to end up. And Canbank Mutual Fund fit the bill.
In the end, I think our choices have been right.
When I look at the overall fund scenario in India, a lot of money has come in through new fund offerings (NFOs). But the ongoing schemes do not really attract fresh investments. At most it is churning within the existing unit holders - moving from one scheme to another. So one AMC will face a redemption to the benefit of another AMC where the same investor will move to. So all existing schemes take money from each other, so to speak.
Over the past 10 years, all new money that has come in has been via NFOs. The fund industry has to find ways to get fresh retail money come into the existing schemes - a task that is far from easy. From a business plan perspective, this has been a setback.
If I look at the bank per se, it has taken a while but we have things in place now. Canara Bank has 500 investment officers dedicated to selling mutual funds and insurance products. They are placed in bank branches across the country. Now they have plans to double this figure. So it has taken time, but the potential to employ the bank as a distribution network is immense.
When one works in India as an expatriate, one aspect that stands out is the particular way of coming to execution, in terms of preparation, decision making process and execution itself. For an outsider, it may look like this process is somewhat ad-hoc, with a single person responsible for decisions, while the execution can sometimes wait till a late moment. But I do know that when there is a problem, it gets fixed. Not necessarily through a process or a system, but it gets fixed, and there is complete alignment in the organisation at those moments. However, one cannot rely on such a system for everything and all the time.
One of the things we have done is put committees in place because we wanted more involvement from everyone and we want them to be aware of the consequences and repercussions of a decision. So we now have a products committee, an investment committee, a risk management committee, an IT committee and a Canara committee. This way there is consensus and no confusion on decisions taken. If we did not have it then we would have to rely on a more obscure decision making process.
My impression of Indians has been that they are very entrepreneurial, open and wanting to connect. Moreover, they are very business minded, a great combination to grow and succeed globally.
The first issue I am concerned about is how retail money is going to come into this industry. Investor education has to increase and eventually the investor must be made aware that he can, and should, pay a price for the value he receives from the distributor's advice.
The other issue is that new retail flows are not being channelised into the industry but find their way into another industry. This is putting a strain on the fund industry.
Robeco has a strong presence in Europe. With that in mind, what plans do you have for Canara Robeco?
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