TMI plans to make two to four more acquisitions
KUALA LUMPUR: TM International Bhd (TMI) offers a solid growth story and investors should view it from a fresh perspective after its separation from former parent Telekom Malaysia Bhd, said group chief executive officer Datuk Jamaludin Ibrahim.
“It's a brand new chapter” for the newly listed entity, he said recently.
Indeed it is. TMI emerged after the de-merger of TM where the fixed-line business remained in TM and the cellular and other related business spun to TMI. Offering investors exposure to 10 countries, TMI was listed on Bursa Malaysia on April 28.
The future growth story may seem impressive but the share price performance since TMI's debut does not reflect that. The lacklustre performance has left many investors wondering how low the stock could go.
Of course, the unfavourable market conditions have been a factor to the stock's southward movement but to analysts, the reference price of RM7.85 was “too high”. Even at RM7.20 where it has been hovering the last few days, an analyst felt the stock “was not fundamentally attractive”.
“Perhaps it needs to come off by 10% before investors want to look at it,” the analyst said.
The wait-and-see stance could have been one of the reasons many analysts have yet to come up with their research notes or recommendations on this stock. Since listing, TMI has shed 60 sen to close at RM7.25 yesterday.
To Jamaludin, these are early days. The challenge, however, is clear: How to convince global investors to add TMI to their portfolio of regional celco/telco stocks when stocks such as Singapore Telecommunications, SK Telecom, China Mobile and even DiGi.Com Bhd rank higher than TMI.
Jamaludin’s growth strategy
The man at the helm has big plans. Credited for helping rival Maxis Communications Bhd grow to where it is today, Jamaludin was handpicked for the TMI job.
There are more similarities in steering Maxis and TMI than differences, he said.
“Here at TMI, I am managing more companies outside Malaysia, so the approach and strategy are different,” he said. He was group CEO of Maxis for a decade before he called it quits last year.
He believes TMI has a sound footing but needs a growth strategy to take it to the next stage. His “twin engines of growth” strategy is about growing TMI organically and via mergers and acquisitions (M&A) as the opportunities are substantial in all the markets.
“We have to shift gears to move forward. Over the past three to four years, we spent 70% to 80% of the time building our footprint.
“In future, we will expend the same amount of time to build and nurture the companies we have. That would be the right thing to do but the focus on M&A is still there and we are looking at possibilities,” he said.
On the cards is a review of strategy in all the markets as growth varies from one country to another, with subscriber penetration levels below 20% in some markets and under 40% in others.
“To support our growth, we need to build world-class processes and best practices. We also need talent.
“We would, therefore, nurture what we have and bring in new talent so as to create a world-class management team,” Jamaludin said.
He also likes the idea of growing via M&As.
“TMI will acquire stakes in two to four more companies from now till 2015” in any South Asian or South-East Asian country, he said. It could even be in “Indochina, Pakistan or even Iran,” he added.
Funding
Funding capital expenditure is not going to be an issue.
“It is hard to say how much funding we would need for M&As. What we can say is that it would be a combination of debt and equity and support from shareholders, including from our biggest shareholder Khazanah Nasional Bhd.
“In the past, we had worked with Khazanah to buy Indonesia’s Excelcomindo (XL) and Singapore’s Mobile One (M1).
“We could also raise funds as we have the flexibility of issuing 10% of TMI shares but any sale has to be event driven. Sourcing for funding would be a challenge but it would not stop us from growing,” Jamaludin said.
TMI needs RM11bil in capital expenditure over the next three years to grow its business in all 10 markets. Its notable markets are Malaysia (via Celcom (M) Bhd), Indonesia (XL), Singapore (M1), Bangladesh (AKTel), Cambodia (Hello), India (Spice) and Sri Lanka (Dialog).
It has nearly 40 million subscribers in these countries. In Sri Lanka, it is the lead player but for the other countries it is ranked second to fifth.
Regional mobile champion
The twin engines of growth strategy, the pool of talent, and best practices and processes are pieces of a jigsaw that, when fitted together, should pave the way for TMI to become a regional mobile champion.
“We are clear on what we want. We have a definitive plan to be a regional mobile champion by 2015.
“We want to be a leading company (in terms of revenues) in the league of companies like Maxis, Telenor AXA and SingTel, as the rest of the celcos are one-country operations.
“We are now smaller than SingTel and Telenor but slightly bigger than Maxis,” Jamaludin said.
TMI's “somewhere in the middle” position among regional celcos/telcos could be the reason for the lukewarm response to its shares, at least for now.
An analyst said for now, TMI still had “legacy issues and it is the same business as in the past. There are also some regulatory issues to political risks in some countries. Greater clarity and certainty are needed.”
His challenge
What could derail Jamaludin's plans for TMI?
“In the short term, there could be economic and regulatory issues and even political stability in some countries. But in the longer term, we do not see any major impediment.
“I agree it is a tall order but that makes working towards building TMI into a regional mobile champion much more interesting,” he said.
In the case of Celcom, the challenge would not just be the mobile number portability but also issues such as channels, pricing and packaging.
“We also have to fix the basics such as billing and customer services and other touch points. There has been some progress and I am in discussions with Datuk Seri Shazalli Ramly (Celcom CEO) on what’s next. But the trick is in the execution and not strategy. In a year, Celcom will be the undisputed No. 2 player as we would have strengthened our position.”
Indonesia’s XL has adopted a new strategy of going for price leadership and it is able to do so as its cost structure is low. It is also looking to unlock the value of its tower business and a decision on this will be made in three months.
Dialog is positioning for the future by getting into the wireless broadband, wireless fixed line and DTH TV business, even as competition for its mobile business intensifies with Maxis – via Usaha Tegas – now in the marketplace. “For the new businesses, we do not expect to be a big player in two to three years but it is positioning for the future.”
Its Bangladesh operation, meanwhile, faces funding and operational issues. Business repositioning and a stronger management team were in the works while funding should be resolved in one to two months, he said. “We are doing quite well despite competition in India.”
Jamaludin does not preclude possible acquisitions in view of market consolidation in India. He also denied there was any rift with other major shareholder, the Modi family.
Best of both worlds
Rising to the occasion, Jamaludin has made it clear he is not steering a “sinking ship”.
“The board has given me the latitude to change the company’s culture, processes and nurture talent. It is almost like a blank sheet of paper.
“And unlike some companies where you start from scratch, I am inheriting a company that is doing quite well, and my mandate is to challenge everything to do better.
“Besides that, we have controlling shareholding in six of the 10 markets we are operating in. We have created a good company, have new aspirations, thinking and culture.
“That is why I am confident that with the twin strategies of growth, we can make things happen at TMI,” Jamaludin said.
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