Regional Business Review

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  • MEXICO: Trouble at the top of the narco-business?

    LatinNews 21 March 2014 Hits: 2965

    Any important industry that loses three of its most powerful chief executives in less than a year is going to face some questions. How significant were the displaced leaders and who will take over from them? Is there a crisis in the making, or perhaps a change in the business model looming somewhere on the horizon? Or is the underlying business strong enough to continue, no matter who is running the show? All these questions are now being asked about Mexico’s very large, very powerful (and completely illegal) drugs business.

    The last Mexican president, Felipe Calderón (2006-2012) pursued a clear, high profile and very hard-line policy of ‘war’ against the country’s drug running syndicates, with the aim of decapitating them. Most security analysts now agree that it was a failure. Fairly or unfairly, Calderón’s decision to militarise the anti-drugs effort, throwing the country’s armed forces into battle against criminal gangs, is considered to have come at a massive cost (over 70,000 deaths in the six years of his presidency), with very little by way of results: the drug syndicates appeared as powerful as ever at the end of his term, with the flow of illicit merchandise into the US undiminished.

    Nor were analysts particularly impressed by the change of strategy initially announced by Calderón’s successor, President Enrique Peña Nieto, when he took office in December 2012. The new president took a ‘softly-softly’ line. He spoke of a more low-key, intelligence-led approach, with less media hype on the day-to-day battles and, apparently, less emphasis on taking out the drug kingpins. This new policy seemed vague and hard to pin down exactly. At worst, it seemed to boil down to no more than a desire to ‘manage’ the news agenda and keep the grisly drugs-related violence off the front pages.

    But latterly even cynics have had to acknowledge that the Peña Nieto administration is delivering some real results. In the space of less than a year, three of the top Mexican narco-syndicate leaders have been taken out of action. In July 2013, Miguel Angel Treviño Morales, also known as ‘Z-40’ or ‘cuarenta’, the leader of the ultra-violent and feared Los Zetas cartel, was captured by the Mexican Navy. In February 2014, this was followed by the capture, again by the Navy, of the head of the world’s ‘most-wanted’ man, Joaquín ‘El Chapo’ Guzmán, leader of the Sinaloa cartel, who had evaded capture for over a decade since a daring prison escape in 2001. Then in early March came the news that Nazario ‘El Chayo’ Moreno, reputedly the leader of the Los Caballeros Templarios (LCT) cartel, based in Michoacán state, had been shot dead in a gun battle. This development could not have marked a bigger contrast with the Calderón administration, since the latter had actually pronounced El Chayo dead in 2010, even though it never had a corpse to prove its claim. This time, it appears that El Chayo really has been taken out of circulation.

    So what is happening? Various interpretations are possible. We can start by examining one of the most pessimistic. On this view, essentially, while some of the top leaders have been removed, in all other respects it is “business as usual” and the Mexican drugs business remains as important, as strong, and as profitable as ever as a supplier to the US market. New leaders quickly fill the gaps left by their predecessors. In a business prone to violent battles for control of territory, Los Zetas appear to have managed a fairly orderly transition. Since the capture of Treviño Morales (Z-40), it is widely believed that the organisation is now being run by his brother, Omar Treviño Morales (known as Z-42). In the Sinaloa cartel, the heir-apparent is Ismael El Mayo Zambada, with Juan José El Azul Esparragoza also in a powerful position. “I have no reason to believe El Chapo did not have a good succession plan in place and Zambada has likely already taken the reins, with Esparragoza at his side” says Sylvia Longmire, a US drug war expert.

    While not necessarily subscribing to the “business as usual” theory, two senior US army generals have expressed opinions which can be seen as supporting it. General John F. Kelly, the head of US Southern Command (Southcom), recently testified before the US House of Representatives Armed Services Committee that the criminal networks transporting drugs and people to North America are “more efficient than FedEx could ever be”. Kelly warned that the drug cartels are efficient organisations and are diversifying in pursuit of profit. In his view, organised criminal gangs are smuggling not just drugs but also weapons, mineral ores and illegal timber. Kelly’s Northern Command (Northcom) colleague, General Charles Jacoby, agreed. While congratulating President Peña Nieto on the arrest of El Chapo, he warned that the Sinaloa cartel is “strong and adaptable” and that the struggle against it will be “a long and hard battle”.

    A second hypothesis is that while drug-running remains massively profitable, the removal of these three top leaders will spark a new war between their successors for market share. James Creechan, a sociologist and criminologist who taught at Culiacán University (in the city where El Chapo was finally captured), has warned that, “nobody knows what is going to happen and it’s really a great period of uncertainty”. Creechan suggests that the arrest of two of Zambada’s sons on trafficking charges in the US, coupled with rumours that one of them may have been the source of information that led to El Chapo’s arrest, could complicate the Sinaloa cartel succession scenario.

    In this view it is possible that an internal war could break out; and rival groups would seize upon any sign of internal weakness or division within the Sinaloa cartel. Nathan Jones from Rice University comments, “if anyone is going to smell weakness, it is going to be Los Zetas.” At present the Sinaloa cartel controls large tracts of Western Mexico, including Baja California and major drug trading routes in the north and south. The LCT cartel has been strong in Michoacán, but has been forced on the defensive as a result of attacks from rival groups in Jalisco and the spread of the self-defence militias in various parts of the state. Los Zetas control significant parts of the Gulf Coast, and other smaller groups such as the Beltrán Leyva family also hold sway over smaller pockets of territory.

    Sylvia Longmire, on the other hand, is not convinced that a war between cartels is in prospect. She believes that the Sinaloa cartel remains “too large and powerful” to be a takeover target. “The violence may temporarily increase in places where (Sinaloa) is already in conflict with other cartels like Los Zetas, but I think that will ease back to normal levels once things readjust,” she said, citing areas like Nuevo Laredo where the groups are “fighting for control of lucrative drug smuggling corridors.

    A feature of the ‘war between rival drug cartels’ scenario is that few analysts believe it can change things in a fundamental way. To date in Mexico and elsewhere, the fortunes of individual drug cartels have ebbed and flowed but the presence of the industry has remained a constant. Drug turf wars seem to leave a trail of violence, but in the long term do not seem to challenge the business itself

    A third and interesting hypothesis is that the drug cartel ‘business model’ is past its heyday, and that in future the large ‘corporate’ cartels will be replaced by smaller and more localised gangs. Various analysts suggest that this may be the way things evolve in future, but they have different views as to the factors driving such a change.

    For instance, Alejandro Hope of the Instituto Mexicano de Competitividad (IMCO) doubts whether El Chapo’s main lieutenant, El Mayo Zambada, will be able to hold the Sinaloa cartel together. He sees a period of violent fragmentation and internal struggles, accompanied by a move to more local, predatory and diversified criminal organisations dealing not only in drugs but also in extortion, theft and kidnapping.

    On the other hand, Dr. James Creechan, a retired academic and Mexico security specialist, thinks the Mexican government is deliberately trying to break up the big cartels into smaller gangs. He attributes this in part to the advice given to President Peña Nieto by General Oscar Naranjo, the former head of the Colombian police force. “The government is going to be quite willing to live with a lot of little cartels in the sense that these little gangs may do local damage but can’t do much warfare. In a way it’s a kind of Colombian strategy” he comments.

  • MEXICO: Day of reckoning for Slim and Azcárraga?

    LatinNews 21 March 2014 Hits: 2875

    The two giants of Mexican media and telecoms, respectively Televisa (controlled by the Azcárraga family) and América Móvil (controlled by Carlos Slim), have each officially been declared a “preponderant economic agent” in their sector of activity by the new industry regulator, Ifetel (Instituto Federal de Telecomunicaciones). The ruling means that they now face a series of restrictions designed to limit their power and promote competition from other players.

    Ifetel announced its decision for both groups on 7 March. On the telecoms side, it said that various operating companies within Carlos Slim’s group had been found to be “dominant players”. They included América Móvil subsidiaries Telcel (mobile telephony) and Telmex (fixed-line), as well as Grupo Carso (Slim’s main holding company) and Inbursa (his financial company). Telcel has an approximately 70% share of Mexico’s mobile telephony market, and Telmex controls around 80% of the fixed-line business. Ifetel has said it will apply “asymmetrical regulations” to reduce these very large market shares and promote competition. These will include a requirement that América Móvil share its telecoms infrastructure with other players, agreeing interconnection and usage rates with them; if no agreement is reached Ifetel can ultimately impose what it considers to be fair rates. It is expected that Telcel will be required to pay more to complete calls than it charges for incoming calls. Ifetel also has the power to take further “asymmetrical” steps to promote competition such as requiring local loop unbundling and the elimination of national roaming charges.

    The economic consequences of América Móvil’s market dominance have been debated for some time. In 2012, the Organisation for Economic Co-operation and Development (OECD) conducted a study that suggested that the lack of fair competition had led to overcharging representing a cost of US$25.8bn per annum to Mexican consumers, along with low penetration rates. According to the International Telecommunications Union (ITU), Mexico lags behind other countries in terms of Internet access: only 26% of households were online in 2012, compared to 45% in Brazil in the same year. Slim described the OECD report as “totally exaggerated” and questioned the data on which it was based.

    Televisa is run by Emilio Azcárraga, grandson of the founder, who was also called Emilio and nicknamed El Tigre for his combative style. It has held a near-monopoly position for over four decades, and was known for its pro-government stance during the long period of one-party rule in Mexico under the Partido Revolucionario Institucional (PEI). Despite the emergence of the rival TV Azteca in the early 1990s, Televisa still controls nearly 70% of the Mexican broadcasting market. It said it too now would have to face asymmetrical measures imposed by Ifetel. These include having to “make its broadcasting infrastructure available to third parties on a non-discriminatory and non-exclusive basis”. It will have to make its transmission towers available to competitors and publish its advertising rates. Televisa will also be prevented from acquiring exclusive broadcast rights to programming with “unique characteristics that in the past have delivered high audiences”, a definition believed to include events such as live coverage of World Cup football matches. Separately, Ifetel said that it was inviting bidding for 20-year concessions to run two new nationwide digital broadcasting networks.

    Reactions to the new measures were broadly positive, although many noted that the established players could still resist the move towards greater competition. Duncan Wood, director of the Mexico Institute at the Woodrow Wilson International Centre, noted that “the ruling party [the PRI] is committed to following through on its impressive reform achievements of 2013 and to tackling the vested interests in the economy”, while warning that “influence will not be reduced overnight; other players will face major obstacles in overcoming brand recognition and the dominant presence in the public consciousness of these firms”. “Without exaggeration we are looking at a historic decision” said Raúl Trejo Delarbe, a media analyst at UNAM (Universidad Nacional Autónoma de Mexico). Alejandro Gallostra, an economist at BBVA, said the Ifetel requirements were “pretty tough” for Televisa, noting that they would speed up the arrival of new competitors in broadcast television, who can now access transmission infrastructure without having to build their own at a high up-front capital cost. Irene Levy of consumer advocacy group Observatel said the new conditions imposed on Televisa “look very good in my opinion” and were aimed at “promoting effective competition and avoiding the abuses of such a large company”.

    At the same time however, other analysts noted that there was plenty of scope for the established players to mount legal challenges. Timing may also be important: while the new telecoms law – which among other things set up Ifetel – was approved last year, so-called secondary legislation’ which contains much of the detailed regulations, has yet to be approved in congress. Indeed it is running behind schedule; some say this is because of intense lobbying by the Azcárraga and Slim families. By some estimates, it could still take up to five years and very hefty investment for the two new national broadcasters to begin their transmissions.

    Paradoxically, in one scenario the power of both dominant groups might actually remain constant or increase: Carlos Slim has said he is interested in moving into television and the Azcárraga family wants to get into the telephony business. For Slim, the obvious next step would be to bid for one of the two new national TV licences (applications must be made by 17 June, with a qualification process and auction set to conclude by 25 March 2015). In a statement, Televisa said: “We are pleased that Ifetel is proceeding with the tender of new TV stations. It’s an important event for competition. We hope the same applies to the telecommunications sector”. Aware of this crossover possibility, Ifetel’s president, Gabriel Contreras, said that neither group will be given a unified licence (allowing it to provide a full range of services such as TV, internet, and telephony), until it complies with all of the regulator’s restrictions.

    • Meanwhile in Ecuador

    In early February, Ecuador’s Superintendent of Market Control (Superintendencia de Control del Poder de Mercado, SCPM) levied a fine of US$138.4m on Claro- Conecel, the local subsidiary of América Móvil, for anti-competitive behaviour. Responding to a complaint filed by the state-controlled Corporación Nacional de Telecomunicaciones (CNT), a competitor in the mobile telephony sector, the SCPM said that Claro had ‘impeded’ its rivals by signing exclusivity contracts with landlords or landowners hosting its transmission towers. The fine represented 10% of Claro’s turnover in 2012. The local subsidiary, which has around 15.5m subscribers and a 63.8% market share, described the fine as “unjustified and disproportionate”: it accused the regulator of being inconsistent and said it would challenge the ruling through the courts. The number two mobile phone operator in Ecuador is Spain’s Telefónica, whose mobile operator Movistar has a 32.8% market share; CNT follows in a distant third place with a 3.4% market share, according to official data. END BOX

  • REGION: Coca-Cola Femsa upbeat despite profits squeeze

    LatinNews 21 March 2014 Hits: 2522

    Coca-Cola Femsa, the largest Coca-Cola bottler in Latin America, posted a 29% fall in profits in the final quarter of 2013, which came in at MXN3.07bn (US$234m). For the full year, net profits were down 13.4% at MXN11.5bn (US$865m).

    The company said profits had been affected by the depreciation of the Venezuelan Bolívar, the Argentine Peso and the Brazilian Real. Lower costs for sugar in countries where Femsa has bottling operations was insufficient to offset the negative exchange rate effect, it added. Following a series of acquisitions, increased operational and financial costs also played a part in the fall in fourth quarter profits. Femsa noted, however, that total revenues in the quarter had increased by 12.1% when calculated on a currency-neutral basis, and when stripping out the effects of the acquisitions of Grupo Yoli in Mexico and Fluminense de Refrigerantes and Spaipa in Brazil. When currency fluctuations and the newly acquired units were included, total revenues grew by 8.5% year-on-year in the fourth quarter.

    The acquisitions have increased Femsa’s debts, and the company says it will cut back on its investment programme to allow it to begin reducing the debt burden. Chief financial officer Héctor Treviño said investment would be reduced from around US$800m in 2013 to US$600m-700mn in 2014, focused on increasing production capacity in Colombia and Brazil. Total debt stood at US$4.57bn at the end of 2013, up US$2.3bn on a year earlier. “We want to reduce our debt” Treviño said in a conference call in late February.

    Femsa was nevertheless upbeat about the company’s position. In a statement it said: “Despite the many challenges that we faced during 2013, including a tough consumer environment – especially in Brazil and Mexico – and a volatile currency environment across our operations, our company delivered double-digit currency-neutral top-line growth”. It noted that the acquisitions in Latin America, along with Coca-Cola Bottlers Philippines Inc., made it the largest bottler of Coca-Cola products in the world, “now serving more than 346m consumers in 10 countries in Latin America and Southeast Asia”, with a total of over 120,000 employees.

    The chief executive of the Monterrey-based company, John Santa María Otazua, said that in 2014 company staff was fully aware of “structural challenges in markets like Mexico, along with the challenges that some of our other franchises present”. One of the issues in Mexico is a new government-imposed one peso (US$0.08) per litre tax on soft drinks, introduced amid concerns over the health effects of high consumption of sugar-sweetened beverages (Mexico has a high diabetes rate).

  • COLOMBIA: Pacific Rubiales looks at Panama

    LatinNews 21 March 2014 Hits: 3108

    The Canadian owned, Colombia-based oil company Pacific Rubiales, which has shares listed in both countries as well as capital held via Brazilian Depositary Rights (BDRs), is thinking of moving its board of directors somewhere else entirely: to Panama.

    According to a Reuters report in late February, which cited a senior management source in Pacific Rubiales, which is the largest independent energy producer in Colombia, the company is thinking of moving its board of directors to Panama for two main reasons. One is to minimise taxes. “The decision is to move the entire board to Panama, including vice-presidents. Pacific is now a more international company, and Colombian taxes are higher than Panamanian taxes,” the source said. The second reason is to allow the company greater flexibility to manage its distribution and sales. While over 90% of the company’s oil production is still Colombia-based, it seems executives have decided that Panama is an ideal platform from which to manage expansion into countries like Peru, Brazil, Mexico, Guatemala and Suriname. Pacific Rubiales’ business model involves significant oil deliveries to the US and Europe on spot markets, and for these types of contracts Panama is deemed a good sales location. The source said that at a later date the entire marketing and distribution operation might be moved from Colombia to Panama.

    Although the company stressed that it was not closing its Colombia management office, the decision to consider relocating at least part of the headquarters away from the country comes after a difficult year. Lower international oil prices, a depreciating Colombian peso, concerns over emerging markets in general, and worries over the future of a key production bloc have combined to give the share price something of a battering. The value of the company’s shares plunged 38% during the course of calendar 2013. This reflected various factors. Earnings in the five quarters to Q313 came in consistently below analysts’ consensus forecasts. Crude oil prices reached a two-year peak in August 2013, but dropped 9% in the period running from then to February 2014. The collapse of the Argentine peso in early 2014 also triggered general investor nervousness and a ‘flight to safety’ away from perceived high-risk emerging markets.

    An important factor affecting investor perceptions has been the fact that one of the company’s main assets, its 42% share in the Piri Rubiales field in the Llanos Basin in Colombia, is due to come to an end in June 2016, when the concession terminates. This single field represents over half (56%) of Pacific’s daily crude oil production. If nothing else were to change, Pacific could therefore lose roughly half its revenue and profitability in two years’ time – a prospect guaranteed to alarm already nervous investors.

    That said, there are strong signs that Pacific will meet the 2016 challenge and keep crude output on an upward trend. Ahead of releasing its fourth-quarter 2013 results, management was saying that output for the full year was expected to have grown by between 3% and 5%. Through its US$1.45bn acquisition of Petrominerales last year, Pacific now controls additional blocs under development in the Llanos (CPE-6 and Rio Ariari), which when fully on-stream should represent some 70,000 barrels per day (bpd), more than the 65,000 bpd at risk when the Piri Rubiales concession ends. These blocs produce light crude that can be used to dilute the company’s heavy crude output from other wells. The purchase of Petrominerales also gives Pacific a valuable 5% equity stake in the OCEANSA pipeline. Another plus for the company is its proprietary STAR technology, which has demonstrated its ability to increase oil reservoir recovery rates; boosting production and therefore reserves.

    In fact, STAR may be the key to leveraging some kind of continuing presence for Pacific in the Piri Rubiales field. When the concession terminates in 2016, the field is due to revert to Ecopetrol, Colombia’s state-owned oil producer. In February, Amylkar Acosta, Colombia’s mines and energy minister, who also sits on Ecopetrol’s board, said it had received “with great interest” a proposal from Pacific concerning arrangements for the field after June 2016. It was suggested that Pacific was offering the rights for Ecopetrol to use STAR in return for a share of the output extracted. Pacific would not itself comment on what had been proposed, but analysts believed the chances of a mutually beneficial deal looked good.

    The company itself is bullish about the future. It has estimated that the acquisition of Petrominerales will allow it to boost its total oil production by between 15% and 25% this year (up to between 148,000 and 162,000 bpd). The forecast includes production from assets in Latin America, although roughly 95% of the total will remain Colombia-based.

  • REGION: Balance of trade deteriorates

    LatinNews 21 March 2014 Hits: 2497

    Across Latin America, trade balances are deteriorating. While different factors are at play in different countries, changes in the global economy seem to be affecting the region as a whole.

    Brazil posted a US$2.13bn trade deficit in February, the biggest in two decades. Exports rose 2.5% year-on-year to US$15.93bn, while imports jumped 7.3% to US$18.06bn. A poor performance in the first two months of 2014 followed on from a fairly dismal 2013, when the country registered a whopping current account deficit of US$81.37bn, equivalent to 3.66% of GDP, on data from the central bank (BCB).

    Although generally better placed, Mexico also had something of a bad start to the year on the trade side. In January, the trade deficit was US$3.19bn, up from US$2.85bn in the same month in 2013. Exports fell 1% year-on-year, while imports rose 0.3%. The trade deficit for 2013 as a whole was a small US$1.02bn (on exports of US$380.18bn versus imports of US$381.21bn). Elsewhere, trade balances deteriorated in a number of countries including Argentina, Colombia, Chile, Peru and Venezuela.

    Deteriorating trade balances can be explained by a number of factors. Commodity prices have fallen, with weaker prices for copper (affecting Chile and Peru), iron ore (Brazil), crude oil (principally Ecuador, Venezuela, and Mexico). Domestic economic imbalances, including high inflation and multiple exchange rate regimes, have been an important factor in Argentina and Venezuela.

    Smaller trade balances – or larger deficits – have been a factor in a general deterioration of current accounts across the continent. Most Latin American countries are now running current account deficits. Some have regularly posted deficits in the last 5-6 years (Brazil, Colombia, Mexico), while others have gone from a current account surplus to a deficit (Peru, Chile). Some analysts think the new move to larger and more generalised current account deficits is a danger signal: they believe it could add up to a repeat of events in the late 1990s, when growing concerns over these imbalances led investors to take fright, triggering a financial crisis.

    In a recent research note, London-based analysts Capital Economics pointed out that with the exception of Mexico, the current account deficits of 2013 were comparable in size to those of 1998. However, it does not see a crisis coming around the corner now, as it did then. This, it says, is for two main reasons. The first is that the deficits “are now funded by more stable forms of external finance”, with less reliance on short-term bond and equity markets, and more reliance on long-term inflows of foreign direct investment (FDI). In all countries except Brazil, net FDI inflows exceed the current account deficit (in Brazil FDI covers three-quarters of the deficit). The second is that Latin American countries now have greater accumulated levels of foreign currency reserves – a buffer against sudden financial turbulence – than they did in the late 1990s.

    While it doesn’t see a crisis, Capital Economics notes that there still is some cause for concern. It argues that Latin American economies have used their rather more stable positions to boost consumption rather than investment, raising questions over sustainability. As the research note says, “there is no evidence that large current account deficits have gone hand-in-hand with higher rates of investment. At best, investment as a share of GDP has remained stable over the past five years. But in Brazil, and to a lesser extent Chile and Mexico, it has actually fallen. In other words, the authorities have taken advantage of cheap and plentiful foreign finance over the past five years to fund a consumption binge rather than much-needed investment”. The net result, the paper concludes, is that Latin American economies are more exposed than they need have been to tightening global monetary conditions.

  • REGION: Reductions in income inequality stopped in 2010

    LatinNews 21 March 2014 Hits: 2675

    According to a new report from the World Bank, while Latin America has made fairly robust progress in poverty reduction, its record on reducing income inequality in recent years is at best patchy and stop-go in nature. Progress came to a halt in 2005, edged forward again in the following four years, and then stopped again in 2010.

    According to the February 2014 report (Social Gains In the Balance – A Fiscal Policy Challenge for Latin America and the Caribbean), the region made some impressive gains in the first decade or so of the 21st century. The proportion of the region’s total population of 600m people living in extreme poverty (defined within the region as living on less than US$2.50 a day) was halved between 2003 and 2012 to 12.3%. This period also saw the (broadly-defined) middle class emerge as the largest single income group in the region. When compared with global trends, extreme poverty in Latin America has fallen almost as fast as in East Asia.

    But there are worries about the sustainability of these gains. First of all, the process is geographically-lopsided. According to the report, the Southern Cone region, including Brazil, has led the way, but it has proved much harder to achieve effective poverty reduction in Central America and Mexico. Secondly, the factors contributing to poverty reduction - general economic growth on the one hand and moves towards a more equitable distribution of income on the other - are also lop-sided in their contributions. In fact, over two thirds of poverty reduction (68%) can be attributed to Latin America’s general GDP growth rate, while just under one-third (32%) has come from income redistribution. The problem now is that regional growth is slowing down. In Latin America and the Caribbean, overall real annual GDP growth was 4.3% in 2010. This had fallen to 1.3% by 2013, and growth is predicted at a below-trend 1.7% in 2014. Less growth will mean less poverty alleviation.

    The World Bank therefore asks the obvious question: could more be done on the redistribution side to offset the lower contribution from growth? The report looks at two main areas: the potential contribution from redistributive fiscal policy on the one hand, and action to promote more equal access to basic goods and services for all children in Latin America on the other. It says the contribution of fiscal policy to poverty alleviation has been modest. Countries that have been most successful on this front are Brazil, Mexico, and Uruguay, but all they achieved was a 0.03 reduction in the Gini coefficient (a measure of income inequality in which 1.00 represents theoretical maximum inequality and 0.00 represents theoretical perfect equality). Latin America’s overall Gini coefficient averaged 0.54 in 2000, making it the most unequal region in the world. By comparison, the European Union’s average Gini coefficient was 0.30 in the same year, and in East Asia it was 0.46. A problem for Latin American countries seeking to use fiscal policy to reduce the Gini rate is their relative overreliance on indirect taxes (such as value added tax [VAT]), which are easier to collect, but are regressive in nature.

    The World Bank report does praise ‘conditional cash transfer programmes’ (CCTs), whereby social payments to low-income families are linked to requirements such as ensuring that children attend school and have regular health check-ups. These CCT programs aim to give children a more equal set of ‘life chances’. But overall the World Bank report warns, “Because recent trends suggest that the decline in inequality may have halted, promoting more inclusive growth will be central”. It goes on to note that: “Recalibrating fiscal policy and providing better basic goods and services are two important instruments for inclusive growth. The findings of this brief… underscore that Latin America and the Caribbean are not fully achieving their potential in reducing inequality.”

    Some analysts highlight different approaches. George Gray Molina of the United Nations Office for Latin America notes that Mexico and Brazil are following different tacks. “The fiscal reforms in Mexico are creating a favourable atmosphere for entrepreneurs and are focused on reducing inequality through economic growth. Brazil, on the other hand, has opted for social protection programmes, focusing on reducing inequality through public investment.”

    Gini coefficients: selected countries and years
    2007 2008 2009 2010 2011 2012
    Argentina 0.474 0.463 0.452 0.445 0.436 0.425
    Bolivia 0.554 0.514 0.497 0.463 0.466
    Brazil 0.559 0.55 0.545 0.536 0.531
    Chile 0.52 0.508
    Colombia 0.558 0.555 0.551 0.537 0.535
    Costa Rica 0.481 0.486 0.486
    Ecuador 0.543 0.506 0.493 0.493 0.462 0.466
    Guatemala 0.538
    Mexico 0.506 0.478 0.494
    Paraguay 0.521 0.51 0.497 0.518 0.526
    Peru 0.497 0.471 0.463 0.451 0.457 0.453
    Uruguay 0.479 0.465 0.465 0.455 0.437 0.415
    Source: World Bank, Social Gains In the Balance – A Fiscal Policy Challenge for Latin America and the Caribbean, February 2014.
  • RETAILING: Brazil’s resilient retailers – fortune in adversity

    LatinNews 21 March 2014 Hits: 2533

    Most of the major retailers in Brazil performed well in 2013 - in spite of an often challenging economic environment.

    For Brazil's retail industry as a whole, the last year brought slow growth, but it was far from disastrous: this was thanks to sustained demand for discretionary consumer items with relatively low ticket prices. According to national statistics institute (Ibge), sales volumes across all categories (both discretionary and staple) was 4.3% higher in the year to January 31 than in the previous corresponding period (see chart 1). For pharmaceuticals and cosmetics, growth in sales volumes was - just - into double digits. There were three other categories of goods for which the growth in sales volumes was 5.0% or more: electric appliances, electronics/IT goods and oil and lubricants.

    Chart 1: Growth in sales volumes in the year to 31 January 2014 (%) [1]

    1. Relative to the previous corresponding period
    2. Via supermarkets and hypermarkets
    Source: IBGE

    Growth in sales volumes for consumer staples was pedestrian. Volumes of textiles, apparel and footwear sold increased by 3.4%. For 'other' personal and domestic items, the corresponding figure was 3.3%. Most significantly, volumes of food, beverages and tobacco sold via supermarkets and hypermarkets increased by just 2.1%.

    The Ibge’s data highlights two other issues. Sales of big ticket consumer discretionary items have been soft. Sales of vehicles and parts, for instance, grew by just 0.7%. Thanks in part to the building boom associated with the FIFA 2014 World Cup and the Rio de Janeiro Olympics in 2016, demand for construction materials has remained firm, with volumes increasing by 6.3%. Neither vehicles and parts nor construction materials are included in the overall total cited above.

    Focusing on corporate successes, rather than difficult conditions

    Some of the leading retailers in Brazil - such as GPA, the holding company for leading chains like Pão de Açucár, Extra and Assaí - commented on difficult economic conditions in their reviews of operations through 2013: however, they were the exceptions, rather than the rule. In general, retailers placed much greater emphasis on positive developments arising from corporate strategies which, in some cases, had been in place for years. GPA itself, for instance, noted that it had increased market share in food retailing via “competitive pricing” (see chart 2).

    What the Brazilian retailers are saying about operations in 2014

    Carrefour:

    *'Aiming at continuous improvement of its offer and price image to enhance the shopping experience, notably in its three largest markets, France, Brazil and Spain.'

    Cia. Hering:

    *'2014 begins with important challenges in the economic outlook, with uncertainty regarding the consumption environment and cost pressures to be administered.'

    *'The company is planning to open 30 stores in the Hering Kids format and 70 Hering Stores throughout 2014.'

    Lojas Americanas:

    *'Throughout 2014, we will continue strengthening our multi-channel structure aiming to bring more convenience to our consumers and to offer the best purchase experience.'

    *Since 2010, in accordance with its 'SEMPRE MAIS BRASIL' program, the company has doubled the number of bricks-and-mortar stores and has established a presence in three new states - Acre, Amapá and Tocantins.

    *B2W Digital is in the middle of a three year expansion plan, allowing the company to move forward in its strategy of being closer to the customers.' B2W Digital recently bought three specialist IT companies - Uniconsult, Ideais and Tarkena - along with Click-Rodo, a transportation company that specialises in logistics for e-commerce. During 2013, B2W Digital boosted its storage capacity by 60%, opening three new distribution centres. 'Other notable achievements included the choice of B2W Digital to operate the entire Ambev online store, including its technological and logistics platforms, and the FIFA online store, which offers licensed products exclusive to the FIFA Brazil 2014 World Cup event.'

    Lojas Renner:

    *'The outlook is one of higher inflation, interest rates above those of recent years and GDP recording moderate growth.' Renner plans to invest BRL533mn: this includes 25-30 new Renner stores, 6-10 new Camicado stores and 15 new Youcom units. The company will also invest in store remodellings and IT improvements.

    Natura:

    *'We estimate total capex in 2014 of BRL500mn, with an increased share allocated to IT to expand the Natura Network and to improve and integrate transaction systems in the international operations.'

    *'Productivity gains in our network will be driven by increased buying frequency and a greater number of categories purchased by our consumers ...'

    *'Despite the ever more competitive environment, we are confident that we have created the conditions for our consultants to more and more business with Natura.'

    Walmart:

    *'We have initiated actions in Mexico, Brazil and China to improve our operating performance, and this is a priority.'

    Sources: Company reports released in February and March 2014.

    Many of the retailers have been in expansion mode, and have been expanding their networks of outlets and distribution centres. The French group Carrefour, for instance, noted that its Atacadão hypermarket business had nearly 100 outlets across Brazil by the end of 2013. Clothing retailer Cia. Hering opened 77 new stores last year. In accordance with its SEMPRE MAIS BRASIL program, Lojas Americanas has doubled its number of outlets, to 838, since 2010: this includes 109 stores that were opened last year. Lojas Americanas also inaugurated its fourth distribution centre, in Uberlândia, Minas Gerais. GPA's GPA Malls business added 45,000 square metres of gross leasable area, to a total of 288,000 square metres. Cosmetics group Natura invested around BRL554m (US$236m) in logistics, as well as in new production facilities in Cajamar and Pará.

    The main exception appears to be the Brazilian operation of the US giant Walmart. Over the course of 2013, Walmart closed 25 underperforming stores in Brazil (and a similar number in China). Walmart also has faced an upsurge in litigation arising from staff cuts in Brazil as the company rationalised its operations in the country.

    As in the rest of the world, online retailing has been booming. According to the department store group Lojas Renner, the number of consumers taking advantage of e-commerce in Brazil rose by 10m, or 20% last year. Gross revenues of B2W Digital, the 62.2% subsidiary of Lojas Americanas which claims to be “the leading e-commerce company in Latin America”, surged by 28.5% to BRL7.9bn. Among much else, B2W Digital announced a BRL2.4bn (roughly US$1.0bn) capital increase and set up its [B] Seller platform, which gives other merchants the opportunity to operate their own online stores. At the end of 2013, B2W Digital announced the launch of four private label brands - Newme (health/beauty), Meemo (petshop), Topdesk (stationery) and Orb (furniture).

    GPA's food business was an exception in that operating profits (EBITDA) slipped by 12.4% to BRL604m (US$256m). For most of the retailers, EBITDA actually rose by double digit amounts in 2013. For the GPA group as a whole, EBITDA increased, albeit by 3% to BRL3.8bn (US$1.6bn). Cia. Hering undertook a major reorganisation, so that the business will be organised around each of its major brands. Carrefour highlighted “excellent performance” across all of the various retail formats that it operates in Brazil.

    Brazilian retail in 2014: more of the same

    We would draw four conclusions from all this. First, because most of the retailers handle several (or numerous) product categories, they are naturally protected against weakness in any one. Second, thanks to their relationships with their suppliers, good control of costs and the strength of their brands, they have generally not suffered from any erosion in margins. This is at a time that rising inflation (with the Ibge’s main IPCA index up 5.68% in the 12 months to February 2014) would normally be expected to have had some impact on consumers' disposable income. Third, geographic expansion (typically from the South or the Southeast of Brazil towards the Northeast and the West) has brought several of the retailers into contact with first time customers. Finally, Brazilian retailers - like their counterparts in other parts of the world - understand the benefits of multi-channel distribution: for now, though, B2W Digital appears to be the pre-eminent online retailer.

    This year will be the second of three years during which B2W Digital is expanding in such a way that it “comes closer to its customers”. B2W Digital has bought specialist IT companies and has taken other steps to (dramatically) increase its logistics/distribution capacity. B2W Digital is also becoming a substantial provider of solutions to other retailers/ brand owners that want to distribute online: B2W Digital recently has won clients including the brewery giant Ambev and, in advance of the Brazil 2014 World Cup, FIFA.

    Comments from the various other retailers vis-à-vis 2014 suggest that they expect the main trends of 2013 to continue. None of them expect overall consumer spending to increase rapidly: however, several are confident that they will be able to increase the efficiency of their own networks. Natura, for instance, is looking for its customers to buy a greater variety of products, and with increased frequency, from its 1.28m sales consultants across Brazil. New stores are being opened and others are being remodelled. Investment in distribution, logistics and IT will be considerable.

    If we were to use one word to describe Brazilian retailers, it would be 'resilient'. Although some have undertaken substantial initiatives in consumer finance, (e.g. introducing own-brand credit cards), they are not depending for growth on increased spending by already-indebted consumers. All have clearly identifiable strengths, such as well entrenched brands, scale and (near) nationwide distribution. Without exception, the major retailers have endured previous economic conditions that were far more challenging than the current prevailing winds. They are now very well placed to benefit from the improving economic situations - and expectations - of lower income groups, as they look to step up into Brazil’s new middle class.