2020-2030: DECADE OF TRANSFORMATION FOR INDIA AND THE TATA GROUP
Courtesy - #kotakSecurities
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(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)
Tata steel contd ... The significant increase in capacity of India business coupled with lower costs in Europe will drive down overall leverage. (4/n)
Tata Consumer. The company will be bringing together all consumer-centric offerings, like grocery, electronics, apparel, beauty, healthcare, travel along with existing core business under a super-app. Focus will be on building an extremely agile & customer-centric business. (5/n)
TCS - Mr Chandrasekaran highlighted the enormous opportunity for more companies, platforms and products to grow. Technological adoption across the globe is high which is favorable for these companies.
(6/n)
Tata Motors. Tata Motors is making a huge transition to EV aggressively. It has plans in commercial vehicles and JLR. It is working on a pipeline of models, EV platforms, batteries, electric drives, power tray and charging infrastructure.
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Tata Motors ... contd ... The company believes that more production capacity will be needed going ahead. It will also be investing in the next set of technology like hydrogen-powered batteries.
(7/7)
β’ β’ β’
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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.
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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.
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.
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*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.
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)
Revenue was flat yoy at Rs117.8 bn. EBITDA declined 7% yoy to Rs42.8 bn.
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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.
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NSE has clocked a PBT of 3100 Crores in the first 9MFY21 as compared to 1967 Crores last year.