2.0 OBJECTIVES
AND VISION FOR VENTURE CAPITAL IN INDIA
2.1
Venture Capital funding is different from traditional sources of financing.
Venture capitalists finance innovation and ideas which have potential for
high growth but with inherent uncertainties. This makes it a high-risk, high
return investment. Apart from finance, venture capitalists provide
networking, management and marketing support as well. In the broadest sense,
therefore, venture capital connotes risk finance as well as managerial
support. In the global venture capital industry, investors and investee firms
work together closely in an enabling environment that allows entrepreneurs to
focus on value creating ideas and venture capitalists to drive the industry
through ownership of the levers of control in return for the provision of
capital, skills, information and complementary resources. This very blend of
risk financing and hand holding of entrepreneurs by venture capitalists
creates an environment particularly suitable for knowledge and technology
based enterprises.
2.2
Scientific, technology and knowledge based ideas properly supported by
venture capital can be propelled into a powerful engine of economic growth
and wealth creation in a sustainable manner. In various developed and
developing economies venture capital has played a significant developmental
role. India, along with Israel, Taiwan and the United States, is recognized
for its globally competitive high technology and human capital. The success
India has achieved particularly in software and information technology of
success against several odds such as inadequate infrastructure, expensive
hardware, restricted access to foreign resources and limited domestic demand,
is a pointer to the hidden potential it has in the field of knowledge and
technology based industry. India has the second largest English speaking
scientific and technical manpower in the world. Some of the management (IIMs)
and technology institutes (IITs) are globally known as centres of excellence.
Every year over 200,000 engineers graduate from Government and private-run
engineering colleges. Many also specialise through diploma courses in
computers and other technical areas. Management institutes produce 40000
management graduates annually. Given this quality and magnitude of human
capital India�s potential to create enterprises is unlimited.
2.3 In
Silicon Valley, these very Indians have proved their potential and have
carved out a prominent place in terms of wealth creation as well as
credibility. There are success stories that are well known. They were backed
by a venture capital environment in Silicon Valley and elsewhere in US which
supports innovation and invention. This also has a powerful grip over the
nation�s collective imagination. At least 30% of the start-up enterprises in
Silicon Valley are started/backed by Indians. Back home also, as per NASSCOM
data, the turnover of software sector in India has crossed Rs 100 billion
mark during 1998. The sector grew 58% on a year to year basis and exports
accounted for Rs 65.3 billion while the domestic market accounted for Rs 35.1
billion. Exports grew by 67% in rupee terms and 55% in US dollar terms. The
strength of software professionals grew by 14% in 1997 and has crossed
160000. The global software sector is expected to grow at 12% to 15% per
annum for the next 5 to 7 years. With the inherent skills and manpower that
India has, software exports will thrive with an estimated 50% growth per
annum. The market capitalisation of the listed software companies is approximately
25% of the total market capitalisation of around US$ 200 billion as of
December,1999.There is also greater visibility of the Indian companies
globally. Given such vast potential which is not only confined to IT and
software but also in several other sectors like biotechnology,
telecommunications, media and entertainment, medical and health etc., venture
capital industry can play a catalyst role in industrial development.
2.4 It
is important to recognise that while India is doing well in IT and software,
it is still a low cost developer and service provider. Though it has the
advantage of English-speaking, skilled manpower and cheap labour, its
leadership is on a slipping edge as other countries such as Philippines,
China and Vietnam are moving to occupy India�s position as the premier
supplier of low end software and support services. Many such countries have
superior supplies of power, telecom and internet connections compared with
India. As the US did in the semiconductor industry in the eighties, it is
time for India to move to a higher level in the value chain. This will not
happen automatically. The sequence of steps in the high technology value
chain is information, knowledge, ideas, innovation, product development and
marketing. Basically, India is still at the level of �knowledge�. Given the
limited infrastructure, low foreign investment and other transitional
problems, it certainly needs policy support to move to the third stage i.e.
ideas and towards innovation and product development. This is very crucial
for sustainable growth and for maintaining India�s competitive edge. This
will need capital and other support which can be provided by venture
capitalists.
2.5
India has a vast pool of scientific and technical research carried out in
research laboratories, defense laboratories as well as in universities and
technical institutes. A conducive environment including incubation facilities
can help a great deal in identifying and actualizing some of this research
into commercial production.
2.6
Development of a proper venture capital industry particularly in the Indian
context is important for bringing to market high quality public offerings
(IPOs). In the present situation, an individual investor becomes a venture
capitalist of a sort by financing new enterprises and undertaking unknown
risk. Investors also get enticed into public offerings of unproven and at
times dubious quality. This situation can be corrected by venture capital
backed successful enterprises accessing the capital market. This will also
protect smaller investors. A study of US markets during the period 1972
through 1992 showed that venture-backed IPOs earned 44.6% over a typical five
year holding period after listing compared with 22.5% for non-venture backed
IPOs. The success of venture capital is partly reflected by these numbers
since 80% of firms that receive venture capital are sold to acquiring
companies rather than coming out with IPOs, in which the return multiple
vis-�-vis non-venture funded companies is much higher. This potential can
also be seen in sales growth figures for the U.S. where, from 1992 to 1998,
venture capital funded companies sales have grown by 66.5% per annum on
average versus 5% for Fortune 500 firms. The export growth by venture funded
companies was 165%. All the top 10 sectors measured by asset and sales growth
in USA were technology related.
2.7
Thus, venture capital is valuable not just because it makes risk capital
available at the early stages of a project but also because of the expertise
of venture capitalist that leads to superior product development. The big
focus of venture capital worldwide is, technology. Thus, in 1999, around $30
bn of venture capital has been invested in the U.S. of which technology firms
reportedly got around 75%. Besides this huge supply from organised venture
funds there is an even larger pool of "angel" funds provided by
private investors. In 1999, it was expected that angel investment would be of
the order of $90 bn, thus making the total "at-risk" investment in
high technology ventures in a single year of $120 bn. By contrast, in India,
cumulative disbursements to date are not more than $500m, of which technology
firms have received only 36%.
2.8 The
other successful experience is that of Taiwan: Hsinchu Science-based Industrial
Park is the showpiece of Taiwan�s success. Forty percent of the firms
established in this government promoted park, which currently accommodate
3,000 expatriates, were begun by entrepreneurs from the United States. The
revenue of firms located at Hsinchu Park alone was $14 billion in 1998.
Facilities at Hsinchu include English language teaching for the children of
its expatriate entrepreneurs. The Hsinchu experiment has benefited from the
generally high quality of education in Taiwan, whose institutes produce
50,000 engineers annually. Taiwan has 74 technical schools, 36 colleges and
24 universities, two of which are located near Hsinchu Park. The venture
capital environment has also been a favorable factor. There are 110 venture
capital firms in Taiwan, including 38 begun in 1998. By the end of 1997,
these firms had invested $1.32 billion in 1,839 ventures, mostly in high
technology.
2.9
Taiwan�s government has been particularly successful in promoting its
hardware industry through tax incentives, low tariff barriers, credit at
cheap rates, good infrastructure facilities and establishment of research
institutes. The Industrial Research Institute, owned by the government,
started with semiconductor technology purchased from RCA Records. The
technology subsequently developed at the Institute led to two very successful
integrated chip firms. United Microland Corporation (UMC) and Taiwan
Semiconductor Manufacturing Corporation (TSMC), which were initially promoted
by the government and ultimately privatized.
2.10.
Taiwan has benefited from close ties with Silicon Valley. A transnational
community of Taiwanese venture capitalists has fostered a two-way flow of
capital, skills and information between Silicon Valley and Taiwan. There is
also an emerging trend of grouping of Taiwanese and Indian high technology
talents in Silicon Valley. India can learn important lessons from the
Taiwanese government�s focus on education and encouragement of small
enterprises, via facilities such as Hsinchu Park, as well as a U.S. � style
legal, regulatory, tax, and institutional environment.
2.11
Similarly the venture capital industry in Israel has grown from one firm with
a corpus of $30 million in 1991, to eighty firms with a corpus of $3 billion
by 1998. Further, Israel�s IT speciality is developing technology rather than
software or products. This focus has meant that new Israeli ventures are most
typically acquired by larger technology firms, and IPO route in the U.S.
markets has also been succeesful. In fact, Israeli companies are the second
largest group of companies listed on the Nasdaq markets after American
companies, a remarkable achievement for a country of 6 million persons.
2.12
Like Taiwan, Israel is another country in which government policy fostered a
successful, highly diversified, self-reliant industry. In the early 1990s,
Israel restructured its legal, accounting and regulatory framework to mimic
that of the United States. The new Israeli framework guarantees U.S.
investors parity with U.S. tax rates. In 1984, the Israeli government passed
a law to encourage industrial research and development (R&D) and created
the Office of the Chief Scientist to implement government policy related to
this area. The law�s strategy is to encourage private companies to invest in R&D
projects with the government sharing the business risk. Under the law, a
Research Committee appointed by the Chief Scientist approves proposals for
anywhere from 30 to 66 percent of given projects� funding (up to $250,000).
These proposals, when funded, also receive tax exemptions for up to ten
years. As an additional incentive to entrepreneurship, the Israeli government
has created twenty six technology incubators designed to allow start-ups to
convert their ideas into commercially viable products.
2.13
Israel�s government participates in international cooperation, seeking to
match the nation�s technical skills with global markets, and to share
start-up risks up front with later-stage activities such a marketing. The
most successful of these ventures has been the Bilateral Industrial Research
and Development Foundation (BIRD), a joint venture with the U.S. government.
The Israeli high technology industry enjoys the same kinds of transnational
ties that has helped Taiwan. Similarly, the Israeli venture capital industry
has strong U.S. connections. Several of Israel�s experiences have relevance
for India. Government policy on incubators, the funding of R&D projects,
and the BIRD project provide useful object lessons for the Indian government
and business alike.
2.14
Venture capital has played a very important role in U.K., Australia and Hong
Kong also in development of technology growth of exports and employment.
2.15
India certainly needs a large pool of risk capital both from home and abroad.
Examples of US, Taiwan and Israel clearly show that this can happen provided
there is right regulatory, legal, tax and institutional environment. It is
also necessary that start-up�s have access to R&D flowing out of
laboratories and universities with infrastructure support such as telecom,
technology parks etc. Steps are being taken at the level of Government,
Ministry of Information and Technology, and CSIR for improvement in
infrastructure and R&D. Certain NRI organisations are taking initiatives
to create a corpus of US$500m to strengthen the infrastructure of IITs. More
focused attempts will be required in all these directions.
2.16
Recent phenomena, partly ignited by success stories of Indians in US and
other places abroad, provide the indications of a growing number of young,
technically qualified entrepreneurs in India. There are success stories
within India also. At the same time increasing number of internationally
savvy, senior managers have been leaving established multinationals and
Indian companies to start new ventures. The quality of enterprise in India is
on an ascending curve. The atmosphere thus is ripe for creating the right
regulatory and policy environment for sustaining the momentum for
high-technology entrepreneurship. The Indians abroad have leapfrogged the
value chain of technology to its highest levels. By bringing venture capital
and other supporting infrastructure this can certainly happen at home also.
2.17
Another important area is the need for multi country integration. Information
Technology and Internet have brought about the trend of what can be called
the "death of distance" and operation across the countries can be
seamlessly integrated. In the Indian context with developing IT and internet
technology coupled with close linkages of Indian technocrats and
entrepreneurs located in India and abroad, there are interesting
possibilities. This will of course need further regulatory and policy support
to provide operational flexibility, easy entry-exit and ownership patterns to
suit global needs. It is also to be noted that the quality and quantity of
research conceptualized in startups competes favorably with research
undertaken by big firms. This phenomenon is seen even in India.
2.18
What could all this mean in terms of employment generation within India?
There is probably no industry as employment intensive in productivity and
numbers as high technology. In US venture funded companies have grown jobs by
40% per annum since 1992. Conversely Fortune 500 jobs shrank by 2.5% per
annum during the same period. 60% of the jobs created by venture funded
companies were engineers/skilled jobs. Further in 62% of the venture funded
companies, stock options covered 100% of the employees. India today produces
over 60000 new computer science graduates annually and over 2 lakh more
enroll annually in computer training institutes. Besides, about 200,000
engineering graduates come out from engineering colleges in addition to the
substantial number of persons doing diploma and certificate courses in
technology related areas. By contrast, in Taiwan, the total number of
engineering graduates is around 50000 and in US it is 30000 per annum.
According to available estimates there are about 3,50,000 unfilled jobs of
computer scientists in the US with the growth rate of 100,000 job requirement
each year. Achieving even a reasonable fraction of US scale of development in
information technology and other knowledge based areas, there is going to be
a big employment generation in India. Additionally, given India�s lower
labour cost, the potential for employment is even larger than what appears
from these estimates.
2.19 It
also needs to be noted that with other areas of business and industry getting
more and more technology oriented, there will be requirement of jobs all
around. Indications are already emerging, as firms in India which are being
outsourced by foreign organisations to provide services are recruiting
hundreds of employees within one year of their existence. Several such firms
are getting located around Delhi, Bangalore and Hyderabad. With proper
venture capital support, there can be a phenomenal increase in start-up
enterprises which would generate further employment potential.
2.20
Given the right environment, large flows of risk finance and venture capital
can flow into the country. Apart from the foreign investment, substantial
venture capital is likely to come from overseas Indian community in Silicon
Valley. This is particularly so as some of the Indian technocrat
entrepreneurs in Silicon Valley have strong Indian linkages at professional
level and are enthused to invest in India. There are at least 300 such
entrepreneurs with individual wealth exceeding $5 million and total wealth of
about $25 US billion. Another 1000 are believed to have wealth in the range
of $ 1-5 million. Currently, about 20% of their wealth is reinvested in new
ventures which will rise as vesting schedules mature. The risk capital with
Indian entrepreneurs is around $6 billion and even if 15% to 20% comes to
India annually, there is a ready pool of around $1 billion available for
annual venture capital investment in India. Further, larger venture capital
firms in the United States with a combined corpus of around US$ 35 billion
have reportedly set aside upto 20% of their funds for investment offshore.
India along with Ireland and Taiwan, is a favoured destination for
investments by these offshore venture funds.
2.21
The net FII investment in Indian markets is around US $10 billion and the
flows for the last few years have generally been positive. With enhanced
interest in India as compared to some of the other emerging and Asian
markets, given the right environment good amount of money would flow as
venture capital investment. This is more so because India has already
acquired credibility particularly in the area of information technology and
sectors like media, pharmaceuticals etc. While the proportion of offshore to
local capital which is around 80% foreign and 20% domestic, may remain same
for the first few years, the recycling of entrepreneurial wealth and skills
within the industry will gradually lead to greater presence of domestic
venture capital industry .
2.22
With this background India is rightly poised for a big leap. This can happen
by creating the right environment and the mind set to understand global
forces and when that happens we would have created not "Silicon
Valley" but the "Ind Valley" a phenomena for the world to
watch and reckon with .
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