During COVID Wave II, the cigarettes industry was affected by severe restrictions on store operating hours & reduced mobility; hence, May was much affected. Post first week of June, week-on-week demand has improved and the recovery rate is faster than that during last year.
2
ITCβs capsule cigarettes are present across all segments of DSFT, RSFT, Longs and KSFT. ITC believes that this category has high growth potential and hence, has heavily invested to effect 100% indigenization.
3
This should act as an added lever to aid introduction of new flavours & exploration of small batch sizes. Premiumization is possible through differential pricing in the capsule segment once this segment becomes large in size.
4
The capsule industry accounts for 13-14% of the total cigarettes market versus 2-3% 4-5 years back.
5
Indie Mint cigarette was launched in the capsule segment and is performing well. The new flavor has been added to the portfolio and response has been favorable.
6
ITCβs market share in overall cigarette industry stands at ~80% and within capsules, it has spiked its market share from 30-35% to over 60% in the past few years. ITC may not push for higher share in capsule segment as margins are dilutive.
7
Input price inflation in cigarettes is not high, unlike that in FMCG. ITC typically maintains an inventory of 1-1.5 years to protect from price volatility of agri crops. Cigarettes margins are not impacted majorly. ITC seeks to sustain its gross margin at same levels of ~73%.
8
Illicit cig industry accounts for ~25% of total industry, of which more than 50% is smuggled. Large tax increases have led to high growth of the illicit market. In last 3yrs, govt has made significant efforts to curb illicit market by way of increased seizure.
9
Cigarettes account for 10% of tobacco consumption. Key structural factors such as incr urbanization, young demographic, higher disposable income, etc. exist, thus propping industry. However, taxation regime has increased barriers to trials, thus marring cigarette consumption.
10
FMCG saw growth deceleration due to demand moderation versus that during last year when significant demand surge led by pantry loading was seen. However, hygiene product continued to perform well led by COVID tailwinds.
11
Savlonβs hygiene segment may likely see some growth deceleration post COVID, but demand will settle at elevated levels versus pre-COVID as consumers may continue to embrace good hygiene practices.
12
Spices is a large category that may benefit from consumption conversion from loose to branded products. With Sunrise acquisition, ITC may benefit from high equity & can take this product to pan-India level given its distribution strength & also cater to a larger customer base
13
ITCβs entry into new FMCG category will depend on good growth potential and better margin profile. Also, its institutional strengths such as distribution infra, agriculture linkages and life science and technology centre should come into play while entering new categories.
14
ITC Master Chef is a premium product and is meant for food-safe markets and high-end consumers. India is not yet ready for premium offerings and hence, this segment may continue to remain niche.
15
ITC has been expanding its reach in rural via direct and stockist. In the past year,given pandemic impact, ITC expanded into rural areas for both cigarettes and FMCG via the stockist channel. Hence, rural growth seems to be significantly higher for ITC versus the industry.
16
In Q1, some moderation in rural growth due to Wave II was seen, but in Q2, strong pick-up is visible. Rural now contributes ~30% to ITCβs FMCG business.
17
ITCβs hotels business is still below pre-COVID levels as business travel confidence is still low. However, compared with last year, occupancy and average room revenue are healthier due to increased leisure travel that revived strongly post COVID Wave II.
18
In the agri, ITC benefitted from trading opportunities in certain commodities - wheat & rice. But, ITCβs endeavor is to focus on valued-added segments such as spices & processed food for food-safe markets such as US & Europe. These products have higher potential.
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Easing business conditions: With opening up of the economy and increased movement across the country following the easing of lockdown measures, the on-the-ground situation for the company looks positive. Business activity is improving MoM.
2
The credit protect business is witnessing growth on the back of increased disbursements. HDFC Group forms less than 30% of the credit protect business. In the non-HDFC Group segment, no single entity accounts for more than 5% in the product mix
The pandemic-related disruption impacted most consumer companies but weighed heavily on ITC which reported a sharp earning decline in FY21. ITC enjoys low base benefit but 1Q performance has been sharply ahead led by cigarettes (& paperboards); FMCG EBIT was also ahead.
(2/n)
Management showed agility during times of disruption and has presented a fairly positive outlook. We raise EPS by 2-4% and view ITC as a high conviction Buy with a price target of Rs275.
(3/n)
There are a few brands that have revolutionized different industries in India over the years, be it in terms of quality, supply, or in terms of variety. They have given cold feet to their competitors, have brought in challenges, and simultaneously made a name for themselves.
(2)
One such brand in the FMCG retail business is Naturals Ice Creams. A brand that understood customer choice and taste, capitalized on unique product options, and established a reputed name in the age-old ice cream parlours business of India.
(3)
Around 20% of agri business division's revenue in FY21 came from its value-added business.
2.
ITC in recent years has launched frozen vegetables such as peas, tinda and parwal under the Farmland brand. It has also launched frozen shrimps under Kitchens of India. Acc to management, βThe agri-business is the source of competitive advantage for our food businessβ
Management Update β Hina Nagarajan will take charge as New MD & CEO from 1st July 2021. Prior to this, she was MD at Africa regional markets at Diageo, 30 years of experience in CPG businesses & worked with various organizations like Nestle, RB, Mary Kay India.
Β·
2/n
P&A segmentβAdjusting for βΉ2.5bn revenue of Scotch in Q4FY20, revenue grew ~31% implying strong resiliency of the brands. Scotch segment grew double digit, fastest growing business in portfolio, offset by contraction of owned business in AP, unwinding of franchise business
3/n