Regional Focus: India

Former Citigroup CEO Pandit Joins Firm’s Bid for a New Bank in India

RBIEven as the July 1 deadline to submit applications for setting up new banks in India approaches, the aspirants are solidifying their plans in case they are granted a license by the Reserve Bank of India. On Thursday, JM Financial Group announced that former Citigroup chief executive Vikram Pandit would join the Mumbai-based financial services firm to steer its banking efforts. Pandit left Citigroup late last year after a disagreement with the board of directors and amid allegations that he had mismanaged the firm’s operations.

Pandit and his business partner, Hari Aiyar, are buying a 50% stake in a subsidiary of JM. This entity will be applying for the banking license. The two will also pick up a 3% stake in the group’s listed company. They will be paying $10 million for the stake and another $100 million for expansion of the business. Pandit will be the non-executive chairman of the proposed bank.

In addition, Pandit and his partner have been authorized by the JM Financial board “to purchase shares up to the amount prescribed by the [Reserve Bank of India] in this entity,” which clearly puts the two in the driver’s seat as far as the proposed bank is concerned. “I continue to believe in the long-term growth prospects of India,” Pandit said in a statement. According to JM Financial Group chairman Nimesh Kampani, Pandit will help bring to the new venture both global best practices and reach. Following the news, the JM shares reached a 52-week high on the Bombay Stock Exchange.

Meanwhile, Ajay Piramal has taken a 10% stake in Chennai-based Shriram Transport Finance. He acquired the shares from U.S.-based private equity firm TPG Capital in a deal valued at $300 million. Both Shriram and Piramal have officially said that there is no specific understanding on a banking license. But Shriram has already decided to make an application. Observers predict that things will start happening if Shriram’s application is cleared by the Reserve Bank of India. According to a report in The Times of India: “Both [Shriram and Piramal] are planning to apply for new bank permits. The probability of getting at least one license is comparatively higher. Once the outcome is clear, the nature of the relationship will undergo significant changes.”

Between the two, Shriram is more likely to get the license. It has been operating as a non-banking financial company since 1974. Piramal has been principally in pharmaceuticals. But he banked $3.7 billion when he sold his company to U.S. drug-maker Abbott Laboratories in 2010. Since then, he has become an investor in companies such as Vodafone India. That was a strategic investment; in Shriram, he is expected to be more hands on.

Other contenders for bank licenses are also readying their plans. Although observers initially expected there to be more than 100 applicants, that number is now settling down to less than two dozen. The chances are that only six to eight will get new licenses.

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Vodafone Aims to Replicate M-Pesa’s Success in India

mobile-moneyM-Pesa, the mobile-based money transfer and payment service that has been highly successful in Kenya since its launch in 2007, is now available in India by Vodafone, working through its fully-owned subsidiary Mobile Commerce Solutions Ltd (MCSL), and ICICI bank, the country’s largest private sector bank.

“To begin with, we have launched [M-Pesa] in the states of West Bengal, Bihar and Jharkhand,” says Suresh Sethi, business head for M-Pesa at Vodafone India. “A significant part of the population [of these states] migrates in search of livelihood and is still underbanked or unbanked. Our idea is to study their usage pattern, look at how customers adopt [M-Pesa], make it a success here, and then launch the service pan-India.”

To use the M-Pesa service, Vodafone customers need to visit an M-Pesa agent — at present, there are more than 8,300 specially-trained authorized agents — fill out the requisite form, submit proof of identity and address, and deposit a minimum amount to open their M-Pesa accounts. “The MCSL mobile wallet gets activated immediately and the customer can carry out a variety of transactions, such as deposit cash, transfer money, recharge mobiles and pay utility bills,” says Rajiv Sabharwal, executive director at ICICI Bank. Customers pay a minimum of $4, of which $2 is deducted as a one-time account activation fee. The remaining amount is credited to the customer’s account.

According to the “2012 Mobile Money Adoption Survey” by GSMA, a consortium of mobile operators, there are more than 150 mobile banking services across 72 countries and around 30 million active mobile money accounts in the world. The survey reports that in 2012 alone, 41 new mobile banking services were launched. In places like Kenya, Madagascar, Uganda and Tanzania, there are more mobile money accounts than traditional bank accounts. In Kenya, the total value of mobile money transactions is equivalent to 60% of the nation’s GDP.

The benefits of mobile money services in an infrastructure-constrained country such as India are immense. But can Vodafone replicate M-Pesa’s success in India? “M-Pesa’s deployment has been very successful in Kenya…. It’s a very simplistic model. [But], India is strongly governed by the financial regulator. We can therefore only issue a semi-closed wallet,” says Sethi. (Semi-closed wallets are payment instruments that are redeemable at a group of clearly identified merchant locations/establishments, which contract specifically with the issuer to accept the payment instrument. These instruments do not permit cash withdrawal or redemption by the holder.)

Sethi, however, points out that there has been progress on this front. “For instance, in December 2012, the Reserve Bank of India indicated that the Aadhaar [a unique identification number issued by the government] can be taken as a valid proof of both identity and address. So far, the [know your customer] norms has been the biggest challenge. Aadhaar can certainly tip the scales.”

Pointing to other mobile wallet services in India — Bharti Airtel’s Airtel Money and Idea Cellular’s mobile banking service with Axis Bank — Abhishek Chauhan, senior consultant and lead for mobile wireless, ICT practice at Frost & Sullivan, notes: “A mobile phone is the first multimedia device for many rural users. Moreover, India is one of those countries where banking penetration is very limited (less than 10% of the overall population) as compared to the mobile phone penetration. Service providers have begun to realize the significance and potential of these services and several have already started mobile wallet/banking services.”

According to M.S. Sriram, visiting faculty at the Centre for Public Policy at the Indian Institute of Management-Bangalore, mobile is a very powerful tool in financial inclusion as it serves as a channel for the poor to complete financial transactions. “It acts as the point-of-sale device, the cost of which is borne by the poor,” Sriram says. “However, it is still worth it because the financial transactions operate on a marginal cost.” He predicts that the mobile sector will become even more powerful if a significant part of the transactions are settled in cashless form.

Meanwhile, despite the immense opportunity in this space, not all mobile money ventures in India have found success. The Green Mobile Money Transfer, launched by PayMate, Corporation Bank and Tata Indicom in 2009, is one such example. “One reason why it didn’t really take off was the lag in opening a bank account,” says Ajay Adiseshann, founder and managing director of PayMate India. “We have drawn significant learnings from that experience and launched a similar service with a different approach in application.” The company recently launched a money transfer service in collaboration with Muthoot Finance, a gold financing firm in India. “Customers now no longer need to wait to open a bank account before transferring money, or form long queues outside financial institutions. Only the recipient needs to have an account,” says Adiseshann.

According to the “State of the Industry: Results from the 2012 Global Mobile Money Adoption Survey,” conducted by the group Mobile Money for the Unbanked, demographics and socio-economic forces have an impact on mobile money services, but regulation seems to be the only external factor that can keep a service from succeeding.

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Google and Yahoo Get Respite in Tax Case in India

Blog - Online Ad RevenuesForeign firms and investors have been having a series of run-ins with Indian tax officials. But the Indian revenue department’s attempts to tax locally earned online advertising income of Google and Yahoo suffered a setback recently. A tax tribunal has ruled that these companies do not have a fixed physical presence in India and therefore cannot be subject to income tax in the country.

A note by Economic Laws Practice (ELP), a Mumbai-based law firm, points out that “examining the existence of a virtual [permanent establishment] in the case of websites … has always been a challenge. The experts and courts have generally linked this to a tangible form, which is generally the server or the hardware, where these websites are hosted.”

But the respite for these firms may be short-lived if the tax department appeals to a higher court and gets a ruling in its favor.

The specific case involves Google Ireland Ltd, Overture Services Inc. U.S.A (a Yahoo company), and their Kolkata-based client, Right Florists Pvt. Ltd, for the financial year 2004-2005. Right Florists used advertising on the search engines of Google and Yahoo to generate business and paid Rs. 3.04 million ($67,650 at the average exchange rate of Rs. 45 to a dollar in 2004-2005) for the service. It did not withhold tax on that payment.

At the core of the dispute are differing interpretations of tax laws, the double tax avoidance agreement that India has with the U.S. and Ireland, and the Organisation for Economic Co-operation and Development’s model tax convention on income and capital.

According to India’s tax department, Right Florists should have withheld tax on the payment, and since it didn’t, the company was not entitled to claim a deduction for advertising expenditures from its income. Right Florists contended that it was not required to withhold tax as neither Google nor Yahoo have a fixed place of operation in India and therefore, their income was not subject to tax in the country. The tax department did not agree with this reasoning; it maintained that the Indian company should have sought the opinion of the tax department before remitting the payment.

The commissioner of income tax in charge of appeals ruled in favor of Right Florists. The tax department then approached the Kolkata bench of the Income Tax Appellate Tribunal. The tribunal upheld the earlier ruling. In its order, the tribunal said: “The receipts in respect of online advertising on Google and Yahoo cannot be brought to tax in India under the provisions of the Income Tax Act, as also under the provisions of the India-U.S. and India-Ireland tax treaty.” The tribunal also noted that the tax department had not brought anything on record, either at the assessment stage or even before the hearing, to suggest that Google or Yahoo had a permanent establishment in India. The body added that the servers on which the advertisements were hosted were not located in India and presence in India through a website cannot be said to constitute a permanent establishment.

According to the tribunal’s order: “There is nothing on record to demonstrate or suggest that the online advertising revenues generated in India were supported by, serviced by or connected with any entity based in India. It is only elementary that when the recipient of income does not have the primary tax liability in respect of an income, the payer cannot have vicarious tax withholding liability either.”

The tribunal also stated that the payment for online advertising cannot be taxed as a technical service, as the reading of law requires human interface in a technical service. The display of online advertisements on a search engine results page is determined by algorithms — there is no human intervention and so in that sense, it is not a technical service.

But what if a foreign company that provided a service had an Indian subsidiary, like in the instance of Google? “No double tax avoidance treaty that India has signed with other countries states that mere presence of a subsidiary of a foreign company in India is equivalent to having a permanent establishment in [the country],” says Pranay Bhatia, a partner at ELP. Further, if retroactive amendments are brought by the government, they cannot override existing bilateral treaties and the income cannot be attributed to the Indian subsidiaries of these online search companies without there being a permanent establishment in India, he adds.

While the tax tribunal’s order provides relief for advertisers on websites that have no permanent establishment in India, Bhatia cautions that the tax department could upend the issue once again through amendments to the Income Tax Act of 1965.

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Innovative ATMs Help India’s Banks Expand Their Reach

atmIn February this year, the Reserve Bank of India (RBI) issued guidelines for new bank licenses allowing corporate and public sector entities to enter the banking sector. As part of this, it has mandated the new banks must open at least 25% of their branches in unbanked rural centers.

For Chennai-based Vortex Engineering, this makes for a huge business opportunity. Backed by investors like Tata Capital, Aavishkaar, Ventureast, Oasis and IFC, Vortex, with its portfolio of innovative automated teller machines (ATMs), is all set to aid banks in reaching out to unbanked and under-banked regions.

Vortex’s Gramateller ATM, for instance, can run on solar power, has a built-in uninterrupted power supply (UPS), doesn’t need air-conditioning, prints receipts in regional languages, is designed to work in extreme temperatures and can operate through biometric authentication. Its Ecoteller model is a low-cost, low-power-consuming machine.

“Conventional ATMs are designed [for] a developed-world scenario — they require air-conditioning and consume 1,500 to 2,000 watts of power. It is an unviable and expensive proposition to install them in rural or semi-urban areas [in India] where the transaction amounts are low and operational costs are high. The people in these areas, therefore, end up traveling 15 to 30 miles to access banking services,” says V. Vijay Babu, CEO of Vortex. According to Babu, the overall cost (installation, operations, etc.) of Vortex ATMs works out to 35% to 50% less than conventional ATMs, which typically cost around US$6,000.

Vortex currently has more than 800 ATMs deployed in the country. Of these, over 300 are solar. “We have orders to set up 9,000 ATMs in the next two years. We opened our second manufacturing facility in January this year, upgrading our capacity from 100 ATMs to 900 ATMs per month. We closed last fiscal [year] with a turnover of US$2 million and are targeting US$7 million this year,” adds Babu. The company also has been exporting its machines to SAARC (South Asian Association for Regional Cooperation) nations and a few African countries over the past six months.

Babu’s optimism is rooted in pure numbers. “Though India has seen a four-fold increase in the number of ATMs in the past four years — from 25,000 in January 2008 to 100,000 in December 2012 — [the country's] ATM industry is largely underdeveloped. It is also the fastest growing ATM market in world … expected to touch 250,000 by 2015.”

Other players, too, are busy creating a product portfolio to grab the opportunity. For instance, Georgia-based NCR Corporation has rolled-out a host of new ATMs with features including solar power, biometric readers and a text-to-speech engine that provides detailed instructions for the visually challenged user. Ashok Shankar, solutions deployment manager for NCR India, notes: “The market dynamics have changed significantly in the last year.… As part of the new announcement by the ministry of finance, PSU [public sector undertaking] banks will roll out over 60,000 ATMs in rural India by 2014. Our new ATMs particularly address the challenges that banks could face in rural India.”

The opportunity comes with its set of challenges, though. “Unless financial literacy is in place, chances of people adopting these modes of technology seem bleak. RBI is taking proactive steps in this direction, which will hopefully address the behavioral and psychological barriers that people have,” says Bharat M., research analyst, business and financial services at Frost & Sullivan.

According to Babu of Vortex, loading cash in ATMs that are geographically dispersed in semi-urban and rural areas is a huge logistical challenge. But he believes that it is a short-term concern. “As the ATM density increases, this problem will get addressed automatically.”

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Unilever Bets Big on India

HULAnglo-Dutch multinational Unilever has announced a US$5.41 billion open offer for a 22.52% stake in its Indian subsidiary Hindustan Unilever Ltd. (HUL). This is the largest-ever inbound deal in the country’s history. If shareholders respond positively, the Unilever stake will go up to 75%.

“This represents a further step in Unilever’s strategy to invest in emerging markets,” Unilever CEO Paul Polman said in a statement. “The long heritage and great brands of Hindustan Unilever and the significant growth potential of a country with 1.3 billion people make India a strategic long-term priority for the business.”

The cash offer, announced on April 30, has been made at Rs600 (US$11.18) per share. This is at a premium of around 20% to the past week’s average trading price. Expectedly, HUL rose 17% on the Bombay Stock Exchange (BSE) after the announcement. Unexpectedly, analysts are advising investors that they stick to their portfolio. “Hold,” says Raamdeo Agrawal, director and co-founder of Motilal Oswal Financial Services. He feels that there are better days ahead for the company.

Equity analysts have not been so charitable to HUL for a long time now. The company has underperformed in the market place. On April 3, Edelweiss Research had given a “reduce holding” recommendation. “The next two quarters will be challenging,” said the Edelweiss report. “However, we remain positive on HUL’s business from a longer-term perspective.”

Unilever’s stake hike bid is aimed at bringing India in line with its strategy in other emerging economies and further integrating the US$4 billion fast moving consumer goods (FMCG) major with its global network. A few years back, the Indian company changed its name from Hindustan Lever and also adopted a new global logo. If the Unilever open offer succeeds, its holding will reach the level of its subsidiaries in Pakistan and South Africa. In some bigger markets – China, Brazil, Mexico and Russia – the company has wholly-owned subsidiaries.

Unilever is not alone in trying to increase its stake in a local subsidiary. Late last year, GlaxoSmithKline had made an open offer to increase its stake in its consumer health care subsidiary in India — GlaxoSmithKline Consumer Healthcare — from 43.2% to 75%. “This transaction represents a further step in GSK’s strategy to invest in the world’s fastest growing markets,” GSK chief strategy officer David Redfern had said in a statement.

The Unilever offer underlines the “fastest-growing market” theme which had taken a back seat in recent times. India’s GDP growth in 2012-2013 is expected to be only 5%. The current year should, however, show an improvement. The World Bank and the IMF have lowered their original estimates, but they are still optimistic with figures of 6.1% and 5.8% respectively. A recent review by the Prime Minister’s Economic Advisory Council (PMEAC) puts GDP growth even higher at 6.4%. The PMEAC has projected increased inbound foreign direct investment at US$36 billion during 2013-2014 against US$26 billion in 2012-2013. But this projection does not take into account the US$5.4 billion proposed investment by Unilever and the US$0.4 billion inflow that will result from the Jet-Etihad deal announced a week ago.

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In India, Marketers Debate ‘Products of Regulation’

flickr_ralph_bijkerAt Goafest 2013, a conclave of advertising and marketing professionals held in Goa recently, the one big topic of conversation was scam ads — advertisements or campaigns created by agencies for the sole purpose of winning awards.

The ads are typically released in an obscure publication or television channel; sometimes, the product itself may not actually exist. At Goa, a poster campaign for the Ford Figo was hurriedly withdrawn by JWT India, a part of the world’s largest marketing communications group WPP, amid complaints that the ad, which depicted three women bound and gagged sitting in the trunk of a hatchback, was offensive.

Although the ad was submitted for Goafest with a letter of approval from the client, it is unclear whether Ford was aware of its content, Advertising Age reported. As the controversy grew, other agencies withdrew prize-winning ads amid charges that they were not legitimately released. “Advertising has never been less trusted than now,” Nitin Paranjpe, chairman of Hindustan Unilever, the country’s biggest advertiser, said during the Goa meeting.

On the sidelines, there was another debate going on about the ethics of surrogate advertising. For example, liquor cannot be advertised in India, so companies try to circumvent the rules by launching eponymous lines of unrelated products, such as playing cards, soda or aftershave, that are heavily advertised. Bacardi, for instance, markets branded soda and music CDs.

The rules can sometimes give rise to “products of regulation.” In the late 1980s, liquor manufacturer Jagatjit Industries, which has brands such as Binnie’s whisky and rum, launched Binnie’s potato chips. The campaign for the snacks went on to win several awards, though the company wasn’t prepared to meet the demand generated for the product.

Cigarette and tobacco advertising is also banned in India. Some companies have been pro-actively launching products to keep their key brands top of mind. ITC (formerly Indian Tobacco Company) extended its Wills cigarettes franchise to Will Lifestyle, a chain of exclusive specialty stores. Then it launched Essenza Di Wills, a line of premium personal-care products. More recently, the firm has rolled out Fiama Di Wills, another personal-care brand. In fairness to ITC, however, all these lines have been successes and are part of the company’s plans to convert from being primarily a cigarette manufacturer to a fast-moving consumer goods company.

There are other products that tobacco companies have launched in the face of regulatory changes. A few years back, the government decided to shift the basis of charging excise on cigarettes from value to length. (The rationale was that king-size cigarettes are luxury products and should be taxed more.) Several firms — ITC (Hero), GTC (Blue Bird) — subsequently launched micro-cigarette brands. When excise duties went back to being ad valorem, these products were abandoned.

Prior to the liberalization of India’s economy, “scam” products were even more prevalent because of import restrictions. Many of them came from the Sindhi business community in Ulhasnagar, a suburb of Mumbai. There was a huge demand for products carrying a “Made in U.S.A.” label, but they were available — in limited quantities, at exorbitant rates — only with the neighborhood smuggler. Items carrying a “Made by U.S.A.” label filled the breach. Even the fine print didn’t expand it to “Made by the Ulhasnagar Sindhi Association.”

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UAE’s Etihad Takes a ‘Game-Changing’ Stake in India’s Jet Airways

012507_jetairEtihad Airways, the national airline of the United Arab Emirates (UAE), has picked up a 24% stake in India’s Jet Airways. This is the first deal struck after the foreign direct investment (FDI) policy for the aviation sector was amended in September of last year.

The new government rules allow a foreign entity to take a 49% stake in an Indian scheduled airline. By buying just 24%, Etihad stays above the Securities & Exchange Board of India’s (SEBI) radar. SEBI regulations would have required Etihad to make an open offer — Jet is a listed company — if the acquired holding was to be above 25%.

The minority holding in India’s largest private sector carrier is valued at $379 million at Rs. 754.74 ($13.90) per share. Etihad will also inject another $220 million  into the deal “to create and strengthen a wide-ranging partnership between the two carriers.” The UAE group has already paid Jet $70 million for the sale and lease back of the latter’s slots at London’s Heathrow airport.

“The Indian market is fundamental to our business model of organic growth partnerships and equity investments,” Etihad president and CEO James Hogan said in a statement. “This deal will allow us to compete more effectively in one of the largest and fastest-growing markets in the world.”

“This is a win-win situation,” adds Jet founder and chairman Naresh Goyal. “This transaction further strengthens the balance sheet of Jet Airways and, more importantly, underpins future revenue streams, which will accelerate our return to sustainable profitability and liquidity.”

The Jet-Etihad deal is likely to catalyze dramatic changes in the Indian aviation sector. The Jet group will further consolidate its position as market leader. According to the Directorate General of Civil Aviation (DCGA), Air India (domestic) has a market share of 20.7%, and Jet is second with 18.3%. However, when combined with with Jetlite, the budget airline that is part of the group, its market share rises to 25.2%.

Air India’s leadership has already begun complaining about “unfair competition.” Others have sounded warning notes as well. “Instead of giving Air India the time it needs to consolidate as well as expand its network, [the Jet-Etihad deal] will only hasten its demise,” said former federal railway minister Dinesh Trivedi in a letter to the prime minister. In a previous article, Wharton management professor Saikat Chaudhuri told Knowledge@Wharton that “external shocks” could derail the initial signs of a turnaround at Air India. “I have been a vociferous supporter of government backing for Air India,” he noted.

Critics, however, say that a turnaround at Air India is an oft-repeated story. “It is no longer credible,” says Jitender Bhargava, a former Air India executive director who is writing a book about the airline.

And the national carrier is likely to face even more competition soon. The Foreign Investment Promotion Board has already cleared a joint venture proposal between the Tata conglomerate and Kuala Lumpur-headquartered budget airline AirAsia. AirAsia would hold a 49% stake, Tata Sons 30% and Arun Bhatia of Telestra Tradeplace the remaining 21%. Bhatia runs Hindustan Aeronautics and is related by marriage to L.N. Mittal of ArcelorMittal.

Apart from Air India, the other loser in this deal is Vijay Mallya’s beleaguered Kingfisher Airlines. Etihad was negotiating with Mallya to pick up a stake in Kingfisher. But the airline — which has lost its license — may have been too big a risk.

The markets and analysts have welcomed the deal. “It is a game changer not only in terms of what it gives to Jet Airways but for Etihad as well, which has big plans for India,” Kapil Kaul, South Asia CEO of the Centre for Asia Pacific Aviation, told The Economic Times.

“I don’t see this as a game changer, but it is certainly very good for the sector. It will bring in cheer and optimism and may open up one or two similar deals, which will be good in the long term,” Captain G.R. Gopinath, the founder of Air Deccan, told Knowledge@Wharton. “For Jet, it is a very good deal…. It will bring in the much-needed cash infusion and will allow it to dovetail into Etihad’s network. For Etihad, it gives access to the inexhaustible Indian market…. For consumers, it will mean better connectivity, better prices and better service.” Gopinath adds that “India needs to wake up and figure out what kind of policy framework it needs to make the country an aviation hub.”

The $13.90 Etihad is paying per share is at a premium of 31.55% to Jet’s closing price on the Bombay Stock Exchange on Tuesday. (Wednesday was a market holiday.) The scrip was trading 13% up on Thursday. It has risen 15% since April 17.

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In India, Diesel Cars Still Rule — But for How Long?

diesel-onlyThe Indian automobile market is in bad shape: In 2012-2013, passenger car sales fell for the first time in 12 years, according to figures released by the Society of Indian Automobile Manufacturers. Amid the gloom, however, two new models have just hit the roads — Amaze from Honda and Dzire from Maruti Suzuki.

The cars come in both gasoline and diesel variants, but demand is likely to be largely for vehicles that run on diesel. “In France, Italy, Spain and several other countries in Europe, diesel-engine cars sell more than [gasoline] for the same reason: Diesel is cheaper,” says Gautam Sen, editor of Auto India. “In the U.S., Japan, China and most of Asia where diesel and [gasoline] have similar prices, diesel cars don’t sell at all. As long as there is a significant gap between diesel and [gasoline], I guess diesel cars will keep selling. When that gap diminishes, [gasoline] cars will be favored, as making a [gasoline] engine is cheaper than making a diesel engine and a [gasoline] car will always be cheaper than a diesel car.”

What makes the timing of the launches from Honda and Suzuki surprising is that India is in the process of cutting subsidies on diesel. This was a point of contention for many because farmers use the fuel to run pumps for irrigation and no government could afford to alienate the huge voter bloc they represent. In January, faced with a ballooning current account deficit, the government allowed oil marketing companies to raise diesel prices by a small amount — around 1% — every month. In 2012-2013, the government had to foot a $15 billion diesel subsidy bill. That is no longer affordable.

What will happen when the diesel subsidy disappears? As Sen points out, the diesel variants of Dzire and the Amaze are also likely to disappear.

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