UNSP, a unit of drinks major Diageo, has tasked investment bank Morgan Stanley to find potential buyers for select βpopularβ mass-priced brands as it looks to take on French rival Pernord Ricard and adopt a premiumisation strategy
2/n
For the year ended 31 March 2020, UNSPs "prestige and above" segment represented 65% of its total net sales and 51% of total sales volume.
3/n
Following mass priced brands - Bagpiper whiskey, Old Tavern whiskey, White Mischief vodka and Haywards are proposed to be divested. The margins are lower in these brands and UNSP wants to focus on the premium segment going ahead in order to drive profitability
4/n
This brand sale is part of UNSPs strategic review of its portfolio. Morgan Stanley UK has come on board as the sell side advisor and the plan as of now is to find a strategic buyer
5/n
There is a possibility that an international spirits player with no presence in India may look at an opportunity like this
6/n
UNSPs portfolio is comprised of 30 brands. Strategic review will focus on approximately half of this portfolio by volume. This review will not include flagship products - McDowellβs or Directorβs Special trademarks. The strategic review to be completed by end of the 2021
7/n
This review reinforces UNSPs & Diageoβs commitment to delivering sustainable long-term growth and improved profitability, through a sharpened focus on core Popular and Prestige & Above brands, including international brands
8/8
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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.
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.
(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.