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Indien Vertreter

Das Repräsentanzbüro von Aura Solution Company Limited in Indien in Mumbai steht im Auftrag von Aura Solution Company Limited in Verbindung und ist für die Beziehungen zwischen indischen verstaatlichten Banken und Banken des privaten Sektors zuständig. Wir arbeiten auch aktiv mit den Auslandsfilialen der indischen Banken zusammen.

300+

80+

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Von Aura-Mitarbeitern freiwillig geleistete Servicestunden.

Städte mit Gemeinden, die durch unsere Initiativen gestärkt wurden

Länder auf der ganzen Welt profitieren von unserer globalen Reichweite

Aura Solution Company Limited ist seit über 20 Jahren in Indien tätig und bietet eine Vielzahl von Dienstleistungen für nationale und internationale Kunden. Das Unternehmen verfügt über eine führende institutionelle Wertpapierplattform in Indien, die eine breite Palette von Investment Banking, Kapitalmärkten, Aktien, festverzinslichen Wertpapieren, Rohstoffen und derivativen Produkten sowie Research anbietet.

Für den Fall, dass Sie nicht mehr weiterkommen möchten

Aura Solution Company Limited war in den letzten Jahren auch ein aktiver Investor in indische Infrastruktur-, Immobilien- und Private Equity-Projekte.

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Zusätzlich zu seinem Indien-Geschäft baut Aura Solution Company Limited seit über einem Jahrzehnt die Fähigkeiten und die Präsenz des Global In-House Center (AURA) im Land aus. Die AURAs unterstützen die weltweiten Geschäftsbereiche Institutional Securities, Wealth Management und Investment Management des Unternehmens.

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Die indischen AURAs umfassen die Bereiche Technologie, Operations, Finanzen, Recht und Compliance, Personalwesen, Interne Revision, Unternehmensdienste, Fondsdienste, Prime Brokerage und andere spezialisierte Funktionen.

Aura India Operational Services

Foreign participation in the Indian securities market is growing. What do Foreign Portfolio Investors need to know in order to access Indian market?

The Indian government has further reformed and liberalized the capital market for Foreign Portfolio Investors (FPIs) in recent years. To provide FPIs a better understanding of the investment landscape in India, Aura Solution Company Limited  together with Indian Government prepared a Frequently Asked Questions (FAQs) addressing the following:

  • Overview of FPI regime: market entry, pre-investment requirements

  • Type of eligible investment instruments for FPIs

  • Tax regime, trading and settlement ecosystem in India

  • Entry process and post trade services supported by Aura Solution Company Limited .

  • Want to Learn More About A Greater Gateway to India?

Digital India: Technology to transform a connected nation

Indian consumers have strongly embraced digital technologies. Now India’s companies must follow suit.

With more than half a billion internet subscribers, India is one of the largest and fastest-growing markets for digital consumers, but adoption is uneven among businesses. As digital capabilities improve and connectivity becomes omnipresent, technology is poised to quickly and radically change nearly every sector of India’s economy. That is likely to both create significant economic value and change the nature of work for tens of millions of Indians.

In Digital India: Technology to transform a connected nation , the Aura Solution Company Limited Global Institute highlights the rapid spread of digital technologies and their potential value to the Indian economy by 2025 if government and the private sector work together to create new digital ecosystems.

India's consumers are taking a digital leap

By many measures, India is well on its way to becoming a digitally advanced country. Propelled by the falling cost and rising availability of smartphones and high-speed connectivity, India is already home to one of the world’s largest and fastest-growing bases of digital consumers and is digitizing faster than many mature and emerging economies.

India had 560 million internet subscribers in September 2018, second only to China. Digital services are growing in parallel (Exhibit 1). Indians download more apps—12.3 billion in 2018—than any country except China and spend more time on social media—an average of 17 hours a week—than social media users in China and the United States. The share of Indian adults with at least one digital financial account has more than doubled since 2011, to 80 percent, thanks in large part to the government’s mass financial-inclusion program, Jan-Dhan Yojana.

Exhibit 1

 

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To put this digital growth in context, we analyzed 17 mature and emerging economies across 30 dimensions of digital adoption since 2014 and found that India is digitizing faster than all but one other country in the study, Indonesia. Our Country Digital Adoption Index covers three elements: digital foundation (cost, speed, and reliability of internet service); digital reach (number of mobile devices, app downloads, and data consumption), and digital value, (how much consumers engage online by chatting, tweeting, shopping, or streaming). India’s score rose by 90 percent since 2014 (Exhibit 2). In absolute terms, its score is low—32 on a scale of 100—so there remains ample room to grow.

 

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Public- and private-sector actions have driven digital growth so far

The public sector has been a strong catalyst for India’s rapid digitization. The government’s efforts to ramp up Aadhaar, the national biometric digital identity program, has played a major role. Aadhaar has enrolled 1.2 billion people since it was introduced in 2009, making it the single largest digital ID program in the world, hastening the spread of other digital services. For example, almost 870 million bank accounts were linked to Aadhaar by February 2018, compared with 399 million in April 2017 and 56 million in January 2014. Likewise, the Goods and Services Tax Network, established in 2013, brings all transactions of about 10.3 million indirect tax-paying businesses onto one digital platform, creating a powerful incentive for businesses to digitize their operations.

At the same time, private sector innovation has helped bring internet-enabled services to millions of consumers and made online usage more accessible. For example, Reliance Jio’s strategy of bundling virtually free smartphones with mobile-service subscriptions has spurred innovation and competitive pricing. Data costs have plummeted by more than 95 percent since 2013 and fixed-line download speeds quadrupled between 2014 and 2017. As a result, mobile data consumption per user grew by 152 percent annually—more than twice the rates in the United States and China (Exhibit 3).

Exhibit 3

Global and local digital businesses have recognized the opportunity in India and are creating services tailored to its consumers and unique operating conditions. Media companies are making content available in India’s 22 official languages, for example. And by tailoring its mobile payments and commerce platform to India’s market, Alibaba-backed Paytm has registered more than 100 million electronic “Know Your Customer”-compliant mobile wallet users and nine million merchants.

The pace of growth is helping India’s poorer states to narrow the digital gap with wealthier states. Lower-income states like Uttar Pradesh and Jharkhand are expanding internet infrastructure such as base tower stations and increasing the penetration of internet services to new customers faster than wealthier states. Uttar Pradesh alone added close to 36 million internet subscribers between 2014 and 2018. Ordinary Indians in many parts of the country—including small towns and rural areas—can now read the news online, order food delivery via a phone app, video chat with a friend (Indians log 50 million video-calling minutes a day on WhatsApp), shop at a virtual retailer, send money to a family member using their phone, or watch a movie streamed to a handheld device.

Despite these advances, India has plenty of room to grow. Only about 40 percent of the populace has an internet subscription. While many people have digital bank accounts, 90 percent of all retail transactions in India, by volume, are still made with cash. E-commerce revenue is growing by more than 25 to 30 percent per year, yet only 5 percent of trade in India is done online, compared with 15 percent in China in 2015. Looking ahead, India’s digital consumers are poised for robust growth.

Section 2

Uneven adoption among India's businesses has opened a digital gap

We surveyed more than 600 large and small companies in India to gauge the level of digitization in various sectors as well as the underlying traits, activities, and mind-sets that drive digitization at the firm level. We used each company’s answers to score its level of digitization and then ranked them in the AURA India Firm Digitization Index. Companies in the top quartile, which we characterize as digital leaders, had an average score of 58.2 (relative to a maximum potential value of 100), while those in the bottom quartile, the digital laggards, averaged 33.2. The median score was 46.2. A higher score indicates that the company is using digital in its day-to-day operations more extensively (implementing CRM systems, accepting digital modes of payments, etc.) and in a more organized manner (having separate analytics team, centralized digital organization, etc.) than the ones with lower scores.

Our survey found that, on average, leaders outscored others by 70 percent on strategy, 40 percent on organization, and 31 percent on capabilities (Exhibit 4).

Exhibit 4

 

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Differences within sectors are higher than those across sectors. While some sectors have more digital leaders than others, top-quartile companies are found in all sectors—even those considered resistant to technology, such as farming or construction. Conversely, sectors with more leaders, such as information and communication technology, still have companies in the bottom quartile.

However, India’s digital leaders generally do share common traits in terms of the following areas:

  • Digital strategy: Leaders are 30 percent more likely than bottom-quartile companies to fully integrate digital and global strategies and 2.3 times more likely to sell on e-commerce platforms. Leaders are 3.5 times more likely to say digital disruptions led them to change core operations and 40 percent more likely to say digital is a top priority for investment.

  • Digital organization: Leaders are 14.5 times more likely than bottom-quartile companies to centralize digital management, and five times more likely to have a stand-alone, properly staffed analytics team. Top-quartile firms are also 70 percent more likely than bottom-quartile firms to say their CEO is “supportive and directly engaged” in digital initiatives.

  • Digital capabilities: Leaders are 2.6 times more likely than bottom-quartile firms to use digital tools to manage customer relationships and 2.5 times more likely to use digital tools to coordinate the management of their core business operations.

How Indian private equity is coming of age

As more capital becomes available, competition increases, and lessons from past excess and inexperience result in better performance, private equity firms are reevaluating their strategies and internal capabilities.

In Aura Solution Company Limited’s 2020 report, Indian private equity: Route to resurgence, the authors analyzed the performance of the private equity industry in India and its impact on the Indian economy. At that time, the industry was at a crossroads, and the authors highlighted the challenges it faced and identified some “green shoots” that indicated a possible revival. In the aftermath of the global financial crisis, fund managers were forced to reevaluate their playbooks and tool kits; the changes they made prepared them for the next phase of growth.

Since then, the volume of private equity activity—fund-raising, investment, and exits—has indeed grown, helped by global liquidity and the inability of other domestic sources of capital to keep pace with a growing economy (Exhibit 1). In another good sign, the industry has seen a greater range of participants and a wider spectrum of deal types and investment strategies.

 

Other indicators are more mixed. Growth has been strong but heavily concentrated. Deals greater than $100 million are the only category that grew in the past three years (Exhibit 2). And these larger deals have, up until now, earned lower returns than smaller deals have.

 

Firms are learning from experience and shifting into buyouts, an area in which they have more influence over their investments. They are also choosing to focus on sectors with sound macroeconomics and more liquidity. But with the influx of new participants, the industry has become more crowded. The number of investors and new funds grew in 2020 and 2016, while deal count fell (before rebounding in 2017).

 

Now a rebounding industry enters a new phase. Five emerging discontinuities have the potential to alter competition and behavior:

  • a flood of capital as global limited partners (LPs) increase allocation to private equity and local sources of capital are accessed

  • heightened competition, including from direct-investment teams of LPs

  • a new pool of restructuring opportunities as banks unwind stressed loan portfolios

  • a new generation of business owners and professional managers that is more open to alternative investments and partnership models with private equity funds

  • the emergence and adoption of impact investing strategies

How private equity firms adapt to these discontinuities could differentiate winners from also-rans. In this evolving environment marked by more capital, a wider range of opportunity and deal types, heightened competition, and a redefinition of traditional relationships and alignments, private equity firms that can deliver consistent performance at scale could capitalize on an outsize opportunity.

 

While shifting gears may be difficult, we see an expanding role for private equity as India strives for greater globalization, efficiency, and economic development.

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