Rural India will witness increased focus, aims to increase distribution to ~120,000 villages from 89,288 currently (2/n)
*Total reach*: has increased by ~18% to 4.7mn outlets between CY16 to CY20. In the same period, villages covered increased from 1000 to 89,288 and company aims to further increase coverage to ~120,000 villages i.e. 34% increase in next 4 years. (3/n)
*LUP*: contributed ~40% to revenues a few years back, which currently stands at 25% for products priced at lower end of the spectrum. In recent years, company has seen good demand for multi packs as compared to single packs.
(4/n)
*Channel*: E-Commerce channel continues to be high growing, increasing contribution from 0.6% in CY16 to 3.7% in CY20. Currently 87-90% of business comes from traditional (Kirana) channel and will continue to remain an important channel for the company.
(5/n)
*New Product Developments (NPD)*: have launched over 80 products over last 5 years, increasing their contribution from 1.5% in CY16 to 4.3% in CY20. This intensity will continue and currently company has over 40 new innovation projects in pipeline.
(6/n)
*Rural*: only 30-40% of SKU are present in rural and it is expected to increase through more innovations and customizations.
management has committed Rs. 26bn investment to be carried out by over 3-4 years to augment existing manufacturing capacities and towards new construction of factory in Sanand, Gujarat. Even if minimum 2x Asset turnover is considered it will add ~40% to existing revenues.
(9/9)
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Smaller players facing credit challenges. A few of the smaller jewelry players are seeing some stress in terms of bank limits, which has not increased for them commensurate to the gold price increase. Nevertheless, several players have done well in 3QFY21.
(2/n)
Recent demand trends. Geographically, South saw the strongest growth, led by the state of Tamil Nadu. The West market (mainly Mumbai and Pune) was impacted the most. Delhi too was impacted but has largely bounced back.
Balanced product mix helped HDFC Life fare better than industry average in 9MFY21. The company increased its market share in individual APE by >210 bps in 9mFy21.
(2/n)
Usually, most companies have a diversified product bouquet but focus on select product segments only. However, HDFC Life has enabled its feet-on-street to switch between product classes.
2020-2030: DECADE OF TRANSFORMATION FOR INDIA AND THE TATA GROUP
Courtesy - #kotakSecurities
Time for thread ππ»ππ»ππ»
(1/n)
Over next decade, Groupβs vision is to ensure digital transformation for each of its companies β whether engaged in capital-intensive B2B or niche B2C. Other new initiatives include: digital app where work is on in full swing and making a transformation to EVs in Tata Motor.
(2)
Tata Steel. Indian steel business generates significant financial returns, but European business is lagging. European steel also had a lot of leverage, but recent initiatives will ensure that it will not impact Tata Steelβs overall outlook. (3/n)
FMCG business: setting up for the long-haul. ITC highlighted the sharp margin improvement witnessed over recent quarters, underlining aspirations to achieve industry- leading profitability in the FMCG business.
(2/n)
*FMCG contd*: The company has pushed ahead on the strategic imperative to focus on low penetration/low per capita consumption categories which offer long-term growth runways.
Revenue was flat yoy at Rs117.8 bn. EBITDA declined 7% yoy to Rs42.8 bn.
(2/n)
Cigarette * Cigarettes net revenue declined 7.6% yoy and EBIT declined 8% yoy to Rs34.5 bn. Cigarette business witnessed sequential recovery led by enhanced mobility in metro/tier- 1 cities. Net declined 7.6% yoy during the quarter.
NSE has shown a robust revenue growth of 46% YoY for the first 9MFY21. It has clocked revenue of 4237 Crores in the first 9MFY21 as compared to 2886 Crores in the same period last year.
(2/n)
NSE has clocked a PBT of 3100 Crores in the first 9MFY21 as compared to 1967 Crores last year.