KARNATAKA VANIJYA Kannada & English monthly J.C. Nagar, HUBBALLI. Dist. Dharwad, State. Karnataka RNI No. 3602/1957 Registration No: DWD /G2 / 95 / 2024-26 Volume -10 Issue - 5 5th Dec 2025 Pages -32 1/- r¸ÉA§gï - 2025 ¸ÀªÀðjUÀÆ ºÉƸÀ ªÀµÀðzÀ ºÁ¢ðPÀ ±ÀĨsÁ±ÀAiÀÄUÀ¼ÀÄ 2026 ¸ÀA¸ÉÜAiÀÄ CzsÀåPÀëgÀ ¤AiÉÆÃUÀªÀÅ zɺÀ°AiÀÄ°è PÉÃAzÀæ UÁæºÀPÀ ªÀåªÀºÁgÀ «vÀgÀuÉ ºÁUÀÆ £À«ÃPÀj¸À§ºÀÄzÁzÀ EAzsÀ£À E¯ÁSÉ ¸ÀaªÀgÁzÀ ²æà ¥ÀæºÁèzÀ eÉÆò EªÀgÀ £ÉÃvÀÈvÀézÀ°è PÉÃAzÀæ ªÁtÂdå ªÀÄvÀÄÛ PÉÊUÁjPÁ ¸ÀaªÀgÁzÀ ²æà ¦AiÀÄƵÀ UÉÆÃAiÀįï CªÀgÀ£ÀÄß ¨sÉÃnAiÀiÁV E£ïPÁªÉÄPÀì 2026 gÀ PÉÊUÁjPÁ ªÀ¸ÀÄÛ ¥ÀæzÀ±Àð£ÀPÉÌ DºÁ餹, ºÀħâ½î zsÁgÀªÁqÀ ««zsÉÆÃzÉÝñÀ ªÀ¸ÀÄÛ ¥ÀæzÀ±Àð£À PÉÃAzÀæzÀ ªÀÄÄA¢£À ºÀAvÀzÀ PÁªÀÄUÁjUÉ C£ÀÄzÁ£ÀzÀ ªÀÄ£À« ¤ÃqÀ¯Á¬ÄvÀÄ. ¸ÀA¸ÉÜAiÀÄ CzsÀåPÀëgÀ ¤AiÉÆÃUÀªÀÅ zɺÀ°AiÀÄ°è PÉÃAzÀæ UÁæºÀPÀ ªÀåªÀºÁgÀ «vÀgÀuÉ ºÁUÀÆ £À«ÃPÀj¸À§ºÀÄzÁzÀ EAzsÀ£À E¯ÁSÉ ¸ÀaªÀgÁzÀ ²æà ¥ÀæºÁèzÀ eÉÆò EªÀgÀ £ÉÃvÀÈvÀézÀ°è PÉÃAzÀæ §ÈºÀvï PÉÊUÁjPÉ ªÀÄvÀÄÛ GPÀÄÌ ¸ÀaªÀgÁzÀ ²æà JZï.r.PÀĪÀiÁgÀ¸Áé«Ä CªÀgÀ£ÀÄß ¨sÉÃnAiÀiÁV E£ïPÁªÉÄPÀì 2026 PÉÊUÁjPÁ ªÀ¸ÀÄÛ ¥ÀæzÀ±Àð£ÀPÉÌ DºÁ餹 C£ÀÄzÁ£ÀPÉÌ ªÀÄ£À« ¤ÃqÀ¯Á¬ÄvÀÄ. PÀ £ ÁðlPÀ ªÁt e É Æ åÃzÀ å ªÀ Ä ¸À A ¸É Ü G. Mahadevappa Building, J.C. Nagar, Hubballi - 580 020. Mob- 8105753471 Ph: 0836-2218235, 4253407, E-mail : office@kccihubballi.org
Karnataka Vanijya Kannada & English monthly 5th Dec 2025 CzsÀåPÀëgÀ C©üªÀÄvÀ ²æà f. PÉ. DzÀ¥ÀàUËqÀgÀ PÀ£ÁðlPÀ ªÁtÂdå ¸ÀA¥ÀÄl -10 r¸ÉA§gï 2025 ¸ÀAaPÉ - 5 ²æà f. PÉ. DzÀ¥ÀàUËqÀgÀ CzsÀåPÀëgÀÄ ²æà ¥Àæ«Ãt CUÀr G¥ÁzsÀåPÀëgÀÄ ²æà ¹zÉÝñÀégÀ f. PÀªÀiÁägÀ G¥ÁzsÀåPÀëgÀÄ ²æà «ÃgÀtÚ PÀ®ÆègÀ G¥ÁzsÀåPÀëgÀÄ ²æà GzÀAiÀÄ gÉêÀtPÀgÀ UËgÀªÀ PÁAiÀÄðzÀ²ð ²æà ¥ÀæPÁ±À ±ÀÈAUÉÃj eÉÆvÉ UËgÀªÀ PÁAiÀÄðzÀ²ð ²æà ²æà ²æà ²æà ²æà ²æà PÁAw¯Á® ¥ÀÄgÉÆûvÀ ©.©. ¥Ánî ¹zÀÞ°AUÉñÀégÀ PÉÆlÆÖgÀ±ÉlÖgÀ ¸ÀĨÁµÀ ¨ÁUÀ®PÉÆÃn s ¸ÀA¨Áf PÀ¯Á® ¤T® qÀ©ÃgÀ ZÉÃgÀªÀÄ£ï ¸ÀzÀ¸ÀågÀÄ ¸ÀzÀ¸ÀågÀÄ ¸ÀzÀ¸ÀågÀÄ ¸ÀzÀ¸ÀågÀÄ ¸ÀzÀ¸ÀågÀÄ 1. How Much Debt Is Too Much? A Practical Guide for MSME Business Owners 2-3 2. £ÀªÀíA§gï 2025 wAUÀ¼À ¸ÀA¸ÉÜAiÀÄ ZÀlĪÀnPÉUÀ¼ÀÄ 6-7 3. ¸ÀA¸ÉÜAiÀÄ ¸À¨sÉ ¸ÀªÀiÁgÀA¨sÀUÀ¼ÀÄ 11-13 4. 24.12.2025gÀ DqÀ½vÀ ªÀÄAqÀ½ ¸À¨sÉAiÀÄ°è ¸ÀzÀ¸ÀåvÀé ¥ÀqÉzÀÄPÉÆAqÀ ¸ÀzÀ¸ÀågÀ ºÉ¸ÀgÀÄUÀ¼ÀÄ 14-16 5. E£ïPÁªÉÄPÀì 2026- PÉÊUÁjPÁ ªÀ¸ÀÄÛ ¥ÀæzÀ±Àð£À 17 6. UËgÀªÁ¤évÀ ¸ÀzÀ¸ÀågÀ°è «£ÀAw 17 6. It’s Line to become export experts 18 7. Exporters asked to use container......... 19 DwäÃAiÀÄ ¸ÀzÀ¸ÀågÀÄUÀ¼ÉÃ, GvÀÛgÀ PÀ£ÁðlPÀªÀÅ ¥ÀæPÀÈw ¸ÀA¥ÀvÀÄÛ, PÀȶ GvÁàzÀ£É, PÉÊUÁjPÁ ¸ÁzsÀåvÉ ªÀÄvÀÄÛ ªÀiÁ£ÀªÀ ¸ÀA¥ÀwÛ£À°è C¥ÁgÀ ±ÀQÛAiÀÄ£ÀÄß ºÉÆA¢zÀÝgÀÆ, ¤gÀAvÀgÀ ¤®ðPÀëzÀ PÁgÀt¢AzÀ C©üªÀÈ¢ÞAiÀÄ°è »AzÀĽ¢gÀĪÀÅzÀÄ «µÁzÀPÀgÀ ¸ÀAUÀw. gÁdåzÀ ¸ÀªÀÄvÉÆî£ÀzÀ ¨É¼ÀªÀtÂUÉAiÀÄ §UÉÎ ªÀiÁvÁqÀĪÁUÀ GvÀÛgÀ PÀ£ÁðlPÀzÀ ªÁ¸ÀÛªÀ ¹ÜwAiÀÄ£ÀÄß ¸ÀPÁðgÀ UÀA©üÃgÀªÁV CªÀ¯ÉÆÃQ¸À¨ÉÃPÁzÀ CUÀvÀå EAzÀÄ ºÉZÀÄÑ wêÀæªÁVzÉ. ¨É¼ÀUÁ« f¯ÉèAiÀÄ UÉÆÃPÁPÀ d®¥ÁvÀªÀ£ÀÄß eÉÆÃUÀ d®¥ÁvÀzÀ ªÀiÁzÀjAiÀÄ°è CAvÀgÁ¶ÖæÃAiÀÄ ¥ÀæªÁ¹ vÁtªÀ£ÁßV C©üªÀÈ¢Þ¥Àr¹zÀgÉ F ¨sÁUÀzÀ DyðPÀvÉUÉ ºÉƸÀ ZÉÊvÀ£Àå ¹UÀ°zÉ. ¨ÁUÀ®PÉÆÃmÉ f¯ÉèAiÀÄ°è C¥ÁgÀ ¥ÀæªÀiÁtzÀ°è ¨É¼ÉAiÀįÁUÀĪÀ zÁæQëAiÀÄ£ÀÄ ±ÉÃ. 80gÀµÀÄÖ GvÀà£ÀߪÀ£ÀÄß MtV¹ ªÀiÁgÁl ªÀiÁqÀ¨ÉÃPÁzÀ ¥Àj¹Üw ¤ªÀiÁðtªÁVzÉ. zÁæQë ²xÀ°ÃPÀgÀt WÀlPÀUÀ¼À ¸ÁÜ¥À£É ºÁUÀÆ gÀ¥sÀÅÛUÁV PÁUÉÆÃ𠫪ÀiÁ£À ªÀåªÀ¸ÉÜ PÀ°à¹zÀgÉ gÉÊvÀjUÉ £ÁåAiÀĸÀªÀÄävÀ ¨É¯É ºÁUÀÆ «zÉò ªÀiÁgÀÄPÀmÉÖ ®¨sÀåªÁUÀ°zÉ. 2022gÀ gÁdå §eÉmï£À°è WÉÆõÀuÉAiÀiÁzÀ zsÁgÀªÁqÀ f¯ÉèAiÀÄ dªÀ½ ¥ÁPïð FªÀgÉUÀÆ PÁAiÀÄðUÀvÀªÁUÀzÉà G½¢zÀÄÝ PÉÊUÁjPÁ ¨É¼ÀªÀtÂUÉUÉ CrØAiÀiÁUÀÄwÛzÉ. CzÉà jÃw ºÀħâ½î–¨É¼ÀUÁ« (QvÀÆÛgÀÄ ªÀiÁUÀð) ºÉƸÀ gÉ樀 ªÀiÁUÀðzÀ ¨sÀÆ«Ä ºÀ¸ÁÛAvÀgÀ ¥ÀæQæAiÉÄ ¥ÀÇtðUÉƼÀî¢gÀĪÀÅzÀÄ ¸ÀA¥ÀPÀð ºÁUÀÆ ªÁå¥ÁgÀ «¸ÀÛgÀuÉUÉ vÀqÉAiÀiÁVzÉ. ¨ÁåqÀV ¥ÀlÖtªÀÅ ªÉÄt¹£ÀPÁ¬Ä ªÁå¥ÁgÀPÉÌ ¥Àæ¹¢ÝAiÀiÁVzÀÄÝ ºÉaÑ£À ªÀ»ªÁlÄ DUÀÄvÀÛzÉ. DzÀgÉ PÀ¼ÉzÀ ªÀµÀð zÀgÀ PÀĹvÀ¢AzÀ ªÉÄt¹£ÀPÁ¬Ä ¨É¼ÉUÁgÀjUÉ £ÀµÀÖ GAmÁVvÀÄÛ. F ªÀµÀð ¥Àæw QéAl¯ïUÉ ¸ÀĪÀiÁgÀÄ 70¸Á«gÀPÀÆÌ ºÉZÀÄÑ zÀgÀ ¹UÀÄwÛgÀĪÀÅzÀÄ ¨É¼ÉUÁgÀjUÉ ¸ÀAvÀ¸ÀªÀ£ÀÄßAlÄ ªÀiÁrzÉ. §¼Áîj f¯ÉèAiÀÄ°è ªÁå¥ÀPÀªÁV ªÉÄt¹£ÀPÁ¬Ä ¨É¼ÉAiÀįÁUÀÄwÛzÀÝgÀÆ, ¸ÀªÀÄ¥ÀðPÀ ªÉÄt¹£ÀPÁ¬Ä ªÀiÁgÀÄPÀmÉÖAiÉÄà E®è¢gÀĪÀÅzÀÄ gÉÊvÀgÀ ¸ÀAPÀµÀÖªÀ£ÀÄß ºÉaѹzÉ. «dAiÀÄ£ÀUÀgÀ f¯ÉèAiÀÄ ºÉƸÀ¥ÉÃmÉAiÀÄ°è WÉÆövÀ 250 ºÁ¹UÉUÀ¼À s¸ÀĸÀfÓvÀ f¯Áè D¸ÀàvÉæ E£ÀÆß DgÀA¨sÀªÁUÀ¢gÀĪÀÅzÀjAzÀ d£ÀgÀÄ ªÀÄÆ®¨sÀÆvÀ DgÉÆÃUÀå ¸ÉêÉUÀ½UÁV ¥ÀgÀzÁqÀĪÀAvÁVzÉ. gÁAiÀÄZÀÆgÀÄ f¯ÉèAiÀÄ°è ºÉzÁÝj PÁªÀÄUÁjUÀ¼ÀÄ ¤zsÁ£ÀUÀwAiÀÄ°è ¸ÁUÀÄwÛgÀĪÀÅzÀjAzÀ ¸ÁjUÉ ¸ÀA¥ÀPÀð PÀÄApvÀUÉÆAqÀÄ ªÁå¥ÁgÀ ªÀÄvÀÄÛ PÉÊUÁjPÉUÉ ºÉÆqÉvÀ ©¢ÝzÉ. 110PÀÆÌ ºÉZÀÄÑ f¤ßAUï ¥sÁåPÀÖjUÀ¼ÀÄ EzÀÝgÀÆ, ¸ÁjUÉ ¸ÀªÀĸÉåAiÀÄ PÁgÀt dªÀ½ ¥ÁPïð ¸ÁÜ¥À£ÉUÉ GzÀå«ÄUÀ¼ÀÄ ªÀÄÄAzÉ §gÀ¢gÀĪÀÅzÀÄ DvÀAPÀPÁj «µÀAiÀĪÁVzÉ. UÀzÀUÀ f¯ÉèAiÀÄ PÀ¥ÀàvÀ UÀÄqÀتÀ£ÀÄß ¥ÀæªÁ¸ÉÆÃzÀåªÀÄ PÉÃAzÀæªÀ£ÁßV gÀƦ¸ÀĪÀ ¤Ã®£ÀPÉë ¹zÀÞªÁVzÀÝgÀÆ C£ÀÄzÁ£À ©qÀÄUÀqÉAiÀiÁUÀzÉà d£ÀgÀ D±ÀAiÀÄUÀ¼ÀÄ ¤gÁ±ÉAiÀiÁVªÉ. CRAqÀ zsÁgÀªÁqÀ¢AzÀ «¨sÀd£ÉAiÀiÁzÀ ºÁªÉÃj f¯ÉèAiÀÄ°è ªÀgÀzÁ ºÁUÀÆ vÀÄAUÀ¨sÀzÁæ £À¢UÀ¼ÀÄ ºÀjzÀgÀÆ, £ÀUÀgÀPÉÌ E£ÀÆß ¸ÀªÀÄ¥ÀðPÀ PÀÄrAiÀÄĪÀ ¤Ãj£À ªÀåªÀ¸ÉÜAiÀiÁV®è eÉÆvÉUÉ gÁuɨɣÀÆßgÀÄ, »gÉÃPÉgÀÆgÀÄ, ¨ÁåqÀV, gÀnÖºÀ½î, ²UÁΫ ºÁUÀÆ ¸ÀªÀtÆgÀÄ vÁ®ÆPÀÄUÀ¼À ¸ÀªÀÄUÀæ C©üªÀÈ¢ÞUÉ «±ÉõÀ AiÉÆÃd£ÉUÀ¼À CUÀvÀå«zÉ. PÀ®§ÄVð f¯ÉèAiÀÄ ºÀ®ªÀÅ ¤ÃgÁªÀj AiÉÆÃd£ÉUÀ¼ÀÄ ¤jÃQëvÀ ¥sÀ® ¤ÃqÀ¢gÀĪÀ »£É߯ÉAiÀÄ°è, C¥sÀd®ÄàgÀ vÁ®ÆQ£À ¸ÉÆ£Àß ©üêÀiÁ ¨ÁågÉÃeï ºÁUÀÆ aAZÉÆý vÁ®ÆQ£À £ÁUÀgÁ¼À–ZÀAzÀæA¥À½î d¯Á±ÀAiÀÄUÀ¼À ¤ÃgÀÄ «vÀgÀuÁ eÁ®ªÀ£ÀÄß §®¥Àr¸À®Ä vÀPÀët C£ÀÄzÁ£À MzÀV¸À¨ÉÃPÀÄ. ©ÃzÀgÀ ¨sÁUÀzÀ PÀ¯Áåt PÀ£ÁðlPÀPÉÌ GzÉÆåÃUÀ ªÀÄvÀÄÛ ²PÀëtzÀ°è «±ÉõÀ CªÀPÁ±À ¤ÃqÀĪÀ 371(J) «¢üAiÀÄ ¸ÀªÀÄ¥ÀðPÀ C£ÀĵÁ×£ÀªÀÇ CUÀvÀåªÁVzÉ. AiÀiÁzÀVj f¯ÉèAiÀiÁV 15ªÀµÀðUÀ¼ÁzÀgÀÆ f¯Áè PÉÃAzÀæzÀ¯Éèà M¼ÀZÀgÀAr ªÀåªÀ¸ÉÜ E®è¢gÀĪÀÅzÀÄ ºÁUÀÆ ±ÀÄ¢ÞÃPÀgÀt«®èzÉà PÉƼÀZÉ ¤ÃgÀ£ÀÄß ©üêÀiÁ £À¢UÉ ©qÀÄwÛgÀĪÀÅzÀÄ UÀA©üÃgÀ ¥Àj¸ÀgÀ ªÀÄvÀÄÛ DgÉÆÃUÀå ¸ÀªÀĸÉåAiÀiÁVzÉ. gÁdåzÀ zÀQët f¯ÉèUÀ¼ÉÆA¢UÉ ºÉÆð¹zÀgÉ GvÀÛgÀ PÀ£ÁðlPÀzÀ ºÀ®ªÁgÀÄ f¯ÉèUÀ¼ÀÄ C©üªÀÈ¢ÞAiÀÄ°è »AzÀĽ¢gÀĪÀÅzÀPÉÌ ¸ÀPÁðgÀ ¸ÀàA¢¸ÀÄwÛ®è J£ÀÄߪÀ ¨sÁªÀ£É d£ÀgÀ°è ¨ÉÃgÀÆjzÉ. GvÀÛgÀ PÀ£ÁðlPÀ »AzÀĽzÀ f¯ÉèUÀ¼À C©üªÀÈ¢Þ ¤nÖ£À°è ¥ÉÆæ.UÉÆëAzÀgÁªï CzsÀåPÀëvÉAiÀÄ PÀ£ÁðlPÀ C¸ÀªÀÄvÉÆî£À ¤ªÁgÀuÁ ¸À«ÄwAiÀÄÄ §gÀĪÀ d£ÉêÀjAiÀÄ°è ªÀgÀ¢ ¸À°è¸À°zÀÄÝ, F »£À߯ÉAiÀÄ°è ¸À£Áä£Àå ªÀÄÄRåªÀÄAwæUÀ¼ÀÄ ¸À«ÄwAiÀÄ ²¥ÁgÀ¸ÀÄUÀ¼À£ÀÄß DzÀåvÉ ªÉÄÃgÉUÉ eÁjUÉƽ¸À¯ÁUÀĪÀzÉAzÀÄ C¢üªÉñÀ£ÀzÀ°è ºÉýgÀĪÀÅzÀÄ ºÀµÀðªÀ£ÀÄßAlÄ ªÀiÁrzÉ. F »£É߯ÉAiÀÄ°è d£À¥Àæw¤¢üUÀ¼ÁzÀ ¸ÀaªÀgÀÄ, ¸ÀA¸ÀzÀgÀÄ ªÀÄvÀÄÛ ±Á¸ÀPÀgÀÄ ªÉÊAiÀÄQÛPÀ ªÀÄÄvÀĪÀfð ªÀ»¹ F J®è f¯ÉèUÀ¼À ¸ÀªÀĸÉåUÀ¼À£ÀÄß ¸ÀPÁðgÀzÀ UÀªÀÄ£ÀPÉÌ vÀAzÀÄ, ¸ÀàµÀÖ ¸ÀªÀÄAiÀħzÀÞ AiÉÆÃd£ÉUÀ¼À ªÀÄÆ®PÀ ¥ÀjºÁgÀ MzÀV¸À¨ÉÃPÉA§ÄzÀÄ £ÀªÀÄä ¸ÀA¸ÉÜAiÀÄ DUÀæºÀªÁVzÉ. GvÀÛgÀ PÀ£ÁðlPÀzÀ ¸ÀªÀÄUÀæ C©üªÀÈ¢ÞAiÉÄà gÁdåzÀ ¸ÀªÀÄvÉÆî£ÀzÀ ¥ÀæUÀwAiÀÄ ¤dªÁzÀ ªÀiÁ£ÀzÀAqÀªÁVzÉ. f.PÉ. DzÀ¥ÀàUÀËqÀgÀ CzsÀåPÀëgÀÄ
Karnataka Vanijya Kannada & English monthly 5th Dec 2025 How Much Debt Is Too Much? A Practical Guide for MSME Business Owners The Role of Debt in the MSME Ecosystem For most MSME entrepreneurs, especially those operating in Tier-II cities, debt is often viewed as a necessary partner in progress. In the journey of scaling a business, internal accruals, the prots kept back in the company, are rarely sufcient to fund large-scale ambitions. Loans are the engines that allow a business to leapfrog from a small workshop to a sophisticated manufacturing unit or from a single retail outlet to a regional chain. Borrowing, when managed correctly, is a sign of a business's credibility and its intent to grow. However, the line between "leverage" and "burden" is thin. The real challenge for any entrepreneur is not just acquiring capital, but understanding the tipping point where debt stops being a tool for growth and begins to act as an anchor that drags the business down. The fundamental question, “How much debt is safe?” does not have a mathematical answer that ts every balance sheet. A safe level of debt is a moving target; it uctuates based on interest rate cycles, market demand, and the efciency of your collection department. What might be a comfortable debt load for a service-based industry with low overheads could be a death sentence for a high-volume, low-margin trading business. To navigate this, entrepreneurs must look past the technical jargon of bankers and focus on the practical behavior of their cash ow. Productive vs. Defensive Borrowing The health of your debt is rst determined by its "intent." Debt should ideally act like fuel it should be poured into the parts of the business that generate more speed and power. This is what we call productive borrowing. When you take a term loan to install a CNC machine that doubles your output or to implement an ERP system that slashes waste, you are creating an asset that will eventually pay for the loan itself. This type of debt has a clear "sunset clause" a point in the future where the asset remains, but the debt is gone. In contrast, many MSMEs fall into the trap of "defensive borrowing." This happens when loans are taken to plug holes rather than build bridges. If a business is borrowing to pay statutory dues like GST or PF, to meet month-end salary requirements, or to settle accounts with old suppliers, the debt is being used to sustain a leaky ship. This type of borrowing is dangerous because it does not create a new source of income. Instead, it adds a new monthly expense (the EMI) to a business that is already struggling to meet its existing costs. Recognizing the difference between borrowing for "expansion" and borrowing for "survival" is the rst step in determining if you have taken on too much. The Illusion of Turnover and the EMI Trap A common pitfall for MSME owners is the "Turnover Trap." In the pursuit of growth, entrepreneurs often focus on top-line revenue, assuming that a 20% increase in sales automatically justies a 20% increase in borrowing. However, turnover is a deceptive metric. A business can have massive sales but zero liquidity if that money is stuck in "Sundry Debtors" or unsold inventory. Banks often encourage borrowing based on turnover, but as an owner, your focus must be on the Cash Conversion Cycle—the time it takes for a Rupee spent on raw materials to come back into your pocket as cash from a customer. Furthermore, many owners judge debt safety by the "Monthly EMI Test." If the bank manager says the EMI is Rs. 1 lakh and the business makesRs. 1.5 lakh in monthly prot, the owner feels safe. This is a fragile way to run a business. It assumes that every month will be a good month. It doesn't account for a sudden hike in raw material prices, a delayed payment from a major client, or a global supply chain disruption. A healthy business should be able to cover its debt obligations at least 1.5 to 2 times over from its operating prots. When your prot-to-EMI ratio starts narrowing, your "Margin of Safety" disappears, leaving you vulnerable to even the smallest market hiccup. Warning Signs: The Silent Signals of OverLeveraging Excessive debt rarely announces itself with a bang; it whispers through the daily operations of the business. One of the primary red ags is the "Permanent ªÀÄ£À¸ÀÄì EZÉÒ¥ÀlÖ ªÀiÁvÀæPÉÌ fêÀ£À gÀÆ¥ÀUÉƼÀÄîªÀÅ¢®è, £ÀªÀÄä fêÀ£ÀªÀ£ÀÄß £ÁªÉà gÀƦ¹PÉƼÀî¨ÉÃPÀÄ.
Overdraft." While an Overdraft (OD) or Cash Credit (CC) limit is meant to handle temporary uctuations, many MSMEs nd their limits permanently exhausted. If your OD account never sees a credit balance and you are constantly requesting "temporary enhancements" from your bank, your debt has likely crossed the safe threshold. In this scenario, the bank is no longer a partner; it has become a permanent stakeholder in your daily stress. Another critical warning sign is the stretching of your own suppliers' credit. When a business is overleveraged, it prioritizes the bank's EMI above everything else to avoid being labeled an NPA (Non-Performing Asset). Consequently, payments to suppliers get delayed. While this might seem like a clever way to manage cash, it ruins your reputation in the market and leads to higher procurement costs, as suppliers stop giving you discounts or start charging a premium for the credit risk. When you start "robbing Peter to pay Paul" taking a short-term loan from the informal market at high interest to pay a bank EMI the business is no longer in a growth phase; it is in a debt trap. The Personal Cost: Collateral and Peace of Mind For the Tier-II entrepreneur, business is rarely just business; it is family. Most MSME loans are secured by the "collateral of life" residential houses, gold, or family-owned land. When a business takes on too much debt, the risk is not conned to the ofce walls. It sits at the dinner table. An often-ignored metric of "too much debt" is the psychological toll it takes on the promoter. If the fear of an upcoming EMI is preventing you from taking calculated risks or if cash ow discussions dominate every single waking hour, the debt is too high. Debt should be a silent servant, not a loud master. When the failure of a business venture doesn't just mean a loss of capital but the potential loss of a family home, the entrepreneur loses the ability to think long-term. They start making desperate, shortterm decisions just to survive the next 30 days. This "scarcity mindset" is the enemy of innovation. A nancially healthy MSME is one where the debt is structured such that even a 20% dip in revenue doesn't threaten the roof over the promoter's head. Karnataka Vanijya Kannada & English monthly 5th Dec 2025 Strategic Correction: Navigating Back to Safety If you realize your business is over-leveraged, the solution is not more debt, but more discipline. The rst step is "Debt Proling" listing every single liability, from bank loans to informal borrowings, and their respective interest rates. High-cost, shortterm debt should be the rst to go. Often, MSMEs use short-term funds to buy long-term assets; this is a recipe for disaster. Correcting this by "re-balancing" moving short-term stress into long-term, lowerinterest term loans can provide the breathing room needed to x operations. Secondly, focus on internal efciencies. Before looking for the next loan, look at your warehouse and your aging schedule. Money locked in "dead stock" or "slow-paying clients" is your own money that you are currently paying interest on to the bank. Improving your collection period by even 10 days can often provide more liquidity than a new loan, without the burden of interest. Conclusion: The Path to Sustainable Growth In conclusion, there is no universal number that denes “too much debt.” However, the signals are always clear: persistent stress, loss of operational exibility, and a constant reliance on fresh funds to pay old dues. A truly successful MSME is not necessarily the one with the largest turnover or the most impressive factory oor; it is the one that is built on a foundation of nancial resilience. Sustainable growth requires a mindset shift. We must move away from the idea that "more borrowing equals more growth" and embrace the idea that "better cash ow equals more growth." As leaders of the local economy, the goal should be to build businesses that can withstand the storms of the market. Debt, when used as a disciplined tool, can help you reach the summit. But when used without caution, it becomes the weight that prevents you from ever starting the climb. A strong business is one where the promoter enjoys both prosperity and peace of mind. (by - C.A. Karthik Shetty) MAnAiÀiÁVzÀÝgÀÆ ¥ÀgÀªÁV®è , DzÀgÉ ¸ÀªÀÄAiÀÄPÉÌ vÀPÀÌAvÉ §zÀ¯ÁUÀĪÀ d£ÀgÀ ¸ÀºÀªÁ¸À ¨ÉÃqÀ .
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