In July 2013, S Naganath, president and chief investment officer of asset management company (AMC) DSP BlackRock Investment Managers Pvt Ltd, was holding a meeting with his investment team in the 10th floor office at Mafatlal Centre in the Nariman Point business area of South Mumbai. The tenor of the meeting had an unusual intensity. Reason: Equity funds managed by DSP BlackRock had been underperforming the markets (which were, in any case, in a state of flux) over the past year.
This was a far cry from Naganath’s triumphant performance in the past: He was part of the team that had won the ‘Best Fund House’ award in India from the globally renowned mutual fund rating company, Lipper, for four consecutive years from 2006 to 2010. First, when he was managing the erstwhile DSP Merrill Lynch and, later, when it became DSP BlackRock Fund in 2009.
After 2010, however, its various equity schemes began lagging behind competitors. By 2013, analysts sounded its death knell and gave up on it when one of its flagship schemes, DSP BlackRock Equity Fund, went in the red and underperformed the markets.
This is why, at the July meeting, 49-year-old Naganath, known to typically give his team a free hand on money management, had some tough questions. For instance, why was textile manufacturer Arvind Limited, headquartered in Ahmedabad, Gujarat, still a part of the portfolio, he asked his vice president and fund manager, Apoorva Shah.
The price of the textile stock, which was trading at Rs 70, had not moved over the last year; and though there was a slight uptick to Rs 110 in-between, it fell back to settle at Rs 70 again. Even so, despite its poor performance, it still accounted for two percent of the equity fund’s portfolio.
Shah, 51, wasn’t rattled by the question. He had researched Arvind Limited thoroughly, and had met the textile company’s management in Ahmedabad with Anup Maheshwari, 43, executive vice president and head of equities and corporate strategy. They presented a two-fold rationale for holding on to the stock: Falling raw material (cotton) prices as well as potential international tie-ups would bolster Arvind soon, they said. Naganath backed their call even though it was a risky one; consider that mid-caps as a segment had crashed by 10 percent over the last year (2012-13) and there were no indicators of a revival on the horizon.
But it was a risk that paid off. By October 2014, the stock’s value had increased four times and has since become among the biggest contributors to the returns of DSP BlackRock Equity Fund, one of the older equity schemes in the Indian market. At the same time, DSP BlackRock’s overall assets under management now stand at over Rs 37,500 crore.
IN FOR THE LONG HAUL
The DSP BlackRock Equity Fund, launched in 1997 (then called DSP Merrill Lynch Equity Fund), currently has assets close to Rs 2,300 crore and has given consistent returns to investors who have stayed with it through thick and thin. This can be attributed to its fund managers’ long-term approach to wealth creation.
The numbers do the talking: According to Value Research, a company that rates mutual funds, DSP BlackRock Equity Fund is ranked second in the multi-cap category (investing in both large and small capital companies) and has returned 22.76 percent annually against the category average of 19 percent.
Similarly, its Top 100 Equity Fund, which—as the name suggests—invests in the top 100 companies (on the BSE), has returned 20 percent against the category average of 17 percent over the last 10 years. Value Research ranks it number two against its competitors. It has also placed DSP BlackRock’s Microcap Fund, launched in 2007, in the second position. This fund has given returns of 24 percent over the last five years against the small-cap index, which had a category average of seven percent.
Shah, who manages the DSP BlackRock Equity and the Top 100 Funds, admits to being spooked by the markets in mid-2013. He says he had expected an early recovery, having overlooked macro trends such as high inflation and a high fiscal deficit. “It was a difficult time, but we decided to hold on to our convictions when the going was really tough. We knew that, eventually, earnings will follow and we just needed to stick to the fundamentals,” says the investment manager.
And that, right there, is the cornerstone of its success.
MASTERING THE BOOM AND BUST
The trio has had an association that goes back at least 15 years. Though Shah entered the mutual fund business much later, he had been a part of the DSP Group in the global private client and institutional equity division, and worked with Naganath and Maheshwari.
(This story appears in the 14 November, 2014 issue of Forbes India. To visit our Archives, click here.)
Excellent information.
on Nov 4, 2014