Vision 2020 – Discussion Paper - Key Issues for Debate

Preparation of a vision document that looks a decade beyond the present day entails making numerous assumptions and envisioning various likely scenarios. In the present exercise also, this holds true.

In this context, KSPHC would like to invite you to debate on various aspects of our Vision 2020 document. The key issues for debate have been structured around various aspects of the Vision 2020 discussion paper, viz.

1. Business strategy of KSPHC
2. Industry analysis performed to arrive at Vision 2020
3. SWOT analysis of KSPHC
4. Vision 2020 articulated by KSPHC.

Section 1- Your profile

Your responses shall be treated as strictly confidential. However, for us to make good use of your responses, we would request certain information that would help us create a demographic profile of our respondents. Please provide us the following details about yourself.

Name:
Email-ID:
Age:
Sex:		Male Female
State:
Country:
Do you work in the real estate sector?		Yes No
Are you an employee of Karnataka State Police Housing Corporation?		Yes No
Education:		High school Graduate Post-graduate
Section 2 - Business strategy of KSPHC
1	Given the new Memorandum of Association, should KSPHC continue its focus on housing sector?	Yes No
2	Given the opportunity, should KSPHC adopt an inorganic growth path entailing mergers and acquisitions?	Yes No
3	If KSPHC adopts a growth path that involves mergers/acquisitions, will it be able to turnaround sick companies given its present strengths?	Yes No
4	Which market should KSPHC target?	Karnataka South India India South Asia India and other international markets
Section 3 - Industry and SWOT analysis
1	In your opinion, will the housing sector be crowded with too many players in the coming decade?	Yes No
2	What is likely to be the growth rate (CAGR per year) of housing sector in Karnataka for the coming decade?	<10% 10-15% >15%
3	Is there a business case for aggregating demand for construction materials and providing an e-Procurement channel to help end customers obtain better prices?	Yes No
4	What could be the likely average margin that any demand aggregator for construction materials would receive in the next 10 years?	<5% 5-10% 10-15%>15%
5	Today KSPHC probably has first mover advantage in the e-Procurement business with respect to purchase of construction material. Will KSPHC have a sustainable competitive advantage in the e-Procurement space?	Yes No, exit market by 2012 No, exit market by 2016
6	KSPHC intends to aggregate demand for FMCG and white goods for the Karnataka Police force which has a present strength of nearly 1,00,000 which is expected to grow at 5% p.a. in the coming years. In this context, what could be the average margins across various commodities that KSPHC could obtain while assuring “Everyday Low Prices” for the police force?	<5% 5-10% 10-15%>15%
7	Green buildings likely to gain importance in the coming years. Can KSPHC offer expert services in this space with sustainable competitive advantage?	Yes, Sustain for long term Yes, Sustain for Short term (till 2012) No
8	Construction material transport continues to be an unorganized sector. There appears to be a business case to provide organized material transport/logistics services. Should KSPHC enter this market?	Yes No
9	Lack of skilled construction workers is a challenge emerging. Can KSPHC play the role of grooming them and organizing them into a skilled workforce organization?	Yes No
10	Following on question 9 above, there is a possibility for KSPHC to tap into international market where such labour shortages are severe. Can KSPHC enter into labour supply agreements?	Yes No
11	What could be the per man year rate in India for such skilled construction workers at current prices (INR 2007 prices)?	< 1 lakh 1-2 Lakhs 2-3 Lakhs
12	Does it make commercial sense for KSPHC to leverage the in house Project Management expertise and provide services around it?”	Yes No
13	What could be the average rate of growth of salaries in the construction industry in the next 10 years?	<5% 5-10% 10-15%+
14	As a Government organization, is there a significant threat of drying up of Government pipeline of projects for KSPHC?	Yes No
15	As a government organization, is the present staff strength and staffing structure a key constraint for KSPHC in its growth plans? [For KSPHC stakeholders only]	Yes No
16	Would a performance based remuneration package help retain KSPHC’s skilled staff?	Yes No
Section 4- Vision 2020 articulated by KSPHC
1	Are the revenue projections prepared as part of KSPHC’s Vision 2020	Realistic & achievable Too ambitious KSPHC can do better than projected in the Vision 2020 document
2	What are the must-dos for KSPHC as it grows in size and scale? [Select one or more options]		Performance based remuneration
			Implement process improvement/Six Sigma initiatives
			Identify and diversify into new business areas
			Build a good brand name
			Increase staff strength
			Acquire more office space
			Mergers and acquisitions
. .