I have seen that PE ratio remains a complex subject for a lot of retail investors,
Lets simplify it the SOIC way!
7 Things about PE that no one will tell you about:-
Retweet to educate maximum investors :)
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1. What is the meaning of PE ratio?
PE Ratio is simply calculated as Price upon earning. Which denotes how much price are you willing to pay for 1 Rs of Earning of an asset.
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Let’s take an example:-
For instance:-
There is a commercial Real estate in Delhi worth Rs 100 and it yields 4%. Basically, Rs 4 of earnings.
Its PE will be= 100/4= 25 times
There is the option of Putting money in Bank FD at 7% rate of interest.
Let’s calculate PE of the BANK FD.
By investing Rs 100 you are making Rs7 of earnings.
Thus, PE=
100/7= 14.3 Times
Commercial Property vs Bank FD
For 1 Rs of earnings you are paying 25times in Real estate and 14.3times in FD. Thus, making Bank FD a superior option vs Commercial Real Estate.
2. How is PE ratio calculated for Companies?
PE Ratio for businesses can be simply calculated in two ways:-
1. Market Cap/Net Profit
Take the example of KEI Industries.
Market Cap of KEI= 14,408
Profit After Tax of KEI on TTM Basis= 428 crores
PE Ratio=14,408/428cr=34times
Second way is to Calculate it simply by
Dividing Stock Price by the Earnings per share
KEI’s case= 1600/47.47= 34 times
Let’s go to the third most important concept
Difference between
Trailing Twelve Month Pe vs Forward Pe!
When it comes to the TTM concept:
Simply understand this, that in a year there are 4 Q’s:-
Trailing Twelve Month PE=
Market Cap/EPS of last 4 Quarters
Like currently we are in Q2FY23, EPS of Q2FY23+Q1FY23+Q4FY22+Q3FY22 will be used while calculating the PE ratio.
**Do not miss this**
I am leaving you with a little homework here:- Suppose if Q1FY23 had Ended, and you had the PAT & EPS of Q1FY23. Which all past Quarters will be used to calculate the Trailing twelve month PE? (Answer below!!)
Forward PE=
Forward PE is simply a concept where one’s estimate of Forward Earnings can be used to Calculate PE ratio.
This is the estimate of future PAT or Future EPS. Remember one can go wrong, but its important to have an idea.
Example over here:-
This chemical company on a TTM basis has a PE of 80 times. On a FY24 expected basis the PE is at 44 times, thinking that the future Earnings will come.
(We will read how forward PE can be important or can fool you in different situations)
4. Why can PE be misleading in fast growing companies?
In Fast growing companies, TTM PE might look artificially high as Earnings are expected to grow at a very fast pace.
For example:-
This chemical company did capex of nearly 1400 crores+ to set up a Phenol plant in 2018, which was nearly double the size of its entire Balance sheet.
Before capex was commercialized, PE for for this chemical was at 81 times!!
When Capex started and earnings started growing the PE from 81 times fell to 11 times as the Earnings grew rapidly.
Net Profits went from 79 crores in 2018 to 1000+ crores in 2022.
Therefore, future is what matters and always anchor yourself to future multiples. Past is past. Money is always made on future earnings vs past.
Understanding fundamentals becomes very important to understand where EPS is headed for the company.
5. PE can be Misleading in a lot of companies!
What happens when Earnings of a company are structurally challenged or going through a slowdown for multiple years?
Even a cheap PE or a low can be misleading! As Future EPS keeps falling
This is a newspaper stock that had a PE of 10 times in 2019, looks cheap right?
The world changed! Circulation revenues declined and PAT fell from 100 crores to 45 crores!
PE remained constant at 8-10 times, yet the stock is down by 55% from there as Earnings degrew.
Thus, PE as a metric won’t capture business quality. That has to be captured by you as an investor.
6. PE and the twin engines of stock returns
A Stock price= PE Ratio*Earnings Per share
A stock can re-rate due to multiple reasons. Some of them are mentioned here:-
Suppose,
You buy a company at 10 times Earnings.
Price=Rs.10
EPS=Rs 1
PE=10 times
After 2 years
PE Becomes 20
EPS become=Rs 2
Price=Rs.40
This is what happens when stocks with low expectations or the ones which are under-tracked end up outperforming massively.
7. If you buy a stock with High PE, EPS growth has to be fast or continue for really long for stock returns to come
Peak PE (out of whack)+ Peak Margins=Lethal combination and very little margin of safety
Example:-
Look at this Amines co,
Historically the Margins were in a range of 18-22%. Yet, post covid due to stopping of imports and shortage of the chemicals they make. Pricing of the chemicals they make went up by nearly 50-60%. Thereby, leading to an increase in margins.
Just check the margins:-
And now look at the PE ratio that the company was trading at vs the average PE it used to get.
This is what we call a stock being at Peak PE+Peak Margins=Lethal combination of Zone of Danger
Remember this!!
Zone of danger and Margin of Safety (Marry margins with PE ratios)
In Conclusion,
PE ratio can also be re-written as Perception to Earnings ratio
Perception teaches us about: Liqudity, flows, flavour, out of flavour and interest rates (index valuations)
Earnings: Business' ability to grow earnings due to various triggers!
Therefore, Technical Analysis is the study of Perception
and Fundamental Analysis is the study of earnings and where the earnings can come from.
Next set of videos will teach you both the concepts on our YouTube channel!
Ganesha playbook: Regulation → adoption.
As FMCG mandates recycled packaging, the prize is high-margin food-grade rPET + tech/brand edge
Jain playbook: Value-chain integration.
Move from scrap → recycled metal → higher-value copper products (cathodes/wire rods) and use credibility (e.g., LME-linked positioning) for premium acceptance
Playbook in general for recyclers :
Regulation enforcement (EPR)
Feedstock security + logistics edge (ports)
% Value-added products or Premium products recycling chemistry
The Indian aerospace component players are currently witnessing a structural shift seeing a transition in India from being a low-cost manufacturing hub to a strategic manufacturing partner
The narrative has shifted from “Can India make this?” to “How quickly can India scale this?” driven by massive global OEM backlogs (Airbus/Boeing) and a need to de-risk supply chains away from China and Russia.
Here is the compelete breakdown of aerospace value chain
An aircraft isn't just one machine; it’s a "global integration" of millions of parts sourced from dozens of countries.
Think of it as a biological organism. It has a skeleton, a heart, a brain, and a nervous system. To understand the investment theme, we have to deconstruct it system by system
The Skeleton: Airframe & Structures - This is the body of the plane - fuselage, wings, and tail
> TASL: Makes actual fuselage barrels
> Dynamatic Tech: Specialized in flap track beams (wing components)
> Aequs: Machined structural components and door surrounds
> Mahindra aerospace / HAL: Metallic and composite structures
Mining companies have been showing good strength in the market since last 5-6 months
The players in this sector are aggressively integrating, acquiring and putting in capex to de-commoditize a little there revenue streams
Here's a deep dive on few of the players in the industry that are shifting gears
The common thread across these 5 companies is De-risking. Whether it is acquiring downstream steel assets, entering battery storage, or building global ports, these players are moving up the value chain to protect margins and grow their topline.
Indian Metals & Ferro Alloys (IMFA) -
The Big Move: Signed an agreement to buy Tata Steel’s furnace unit at Kalinganagar for ₹610 Cr. The Impact: This makes IMFA India’s largest & the world’s 6th largest Ferro Chrome producer.
On top of it they have 100% Captive Chrome Ore (Protects against price spikes) + Integrated with captive power.
Production to jump from ~2.6L tonnes --> 4.75L + tonnes by FY28. + Mining output ramp-up to 12L tonnes.
In a global chrome shortage (SA cuts), IMFA can be the best-placed player to capture margins if the realisation improves for ferro chrome
Policy push and rising quality are helping suppliers move from simple parts to ready-to-install assemblies.
The opportunity is big; the to-dos are clear: make more materials locally, train more skilled people, build key process capacity, and deliver on time.
Let's dive deeper to find out what's driving the industry
There are multiple players in the value chain starting from big airframe and engine parts (Tata Advanced Systems, Dynamatic, Azad, Aequs, Unimech, Raymond/Maini, Bharat Forge, Godrej). Global giants ~ Airbus, Boeing, Safran, GE, Rolls-Royce are buying more from India as our airlines place record orders, and maintenance hubs at home (AIESL, Air Works–Adani, GMR, Tata–Air India) are replacing expensive trips abroad.
What changed ?
COVID didn’t just dent demand for aerospace, it rewired the aerospace industry’s structure.
> As traffic collapsed, cash-starved suppliers especially Tier-2/3 shops in castings, forgings, machining, interiors, and MRO went under or shrank capacity due to balance sheet constraints , and a skilled manpower workforce which refused to join back and added to this was global logistics which was halted during the crisis.
> That attrition, plus labor loss and logistics bottlenecks, broke the finely tuned “just-in-time” web that OEMs (Airbus/Boeing) depend on.
India's space sector is blasting off, and it's not just ISRO anymore!
🚀 A silent revolution is underway, with private players and startups driving innovation across the entire value chain.
Get ready for a deep dive into how policy tailwinds are turning a government program into a growth runway!
Born from Sarabhai’s humble experiments, India’s space programme is now wide open to private ambition.
With IN‑SPACe enabling, NSIL commercialising, and startups building everything from 3D‑printed engines to EO constellations, policy tailwinds have turned a government programme into a growth runway.
Lets deep dive into this interesting yet relatively lesser explored sector.
So let's clear off with understanding all the regulatory and govt. bodies in India
> Department of Space (DoS)
India’s apex policy body for space, reporting directly to the Prime Minister. DoS frames national strategy, secures budgets, and represents India at global forums such as the ITU and UNOOSA. The Indian Space Policy 2023 issued by DoS formally opened every stage of the space value chain to private participation.
> Indian Space Research Organisation (ISRO)
The nation’s R&D engine for rockets, satellites, planetary probes, and human‑flight technology. While still leading deep‑tech missions (Gaganyaan, Chandrayaan‑4, RLV‑Pushpak), ISRO is steadily off‑loading routine launch‑vehicle and satellite production to industry so it can focus on cutting‑edge science and exploration.
> IN‑SPACe
An autonomous “single‑window” authority that authorises and regulates all non‑government space activities in India. IN‑SPACe has already cleared 200‑plus private projects from Skyroot’s sub‑orbital launches to OneWeb’s ground gateways, cutting approval timelines from years to months.
>NewSpace India Ltd (NSIL)
The commercial arm of DoS. NSIL markets PSLV, GSLV, and LVM3 launch slots, leases INSAT/GSAT transponder capacity to broadcasters and VSAT operators, and signs public‑private production contracts. Notably, NSIL awarded a HAL‑L&T consortium the first fully industrial‑built PSLV order in 2023.
> Antrix Corporation
ISRO’s original marketing company (est. 1992). While NSIL handles most new business, Antrix still manages legacy satellite leases and Earth‑imaging data sales, acting as a bridge for older commercial agreements.
> Industry Bodies: ISpA & SIA‑India
These associations lobby for pro‑growth regulation, coordinate industry standards, and act as a forum for more than 200 Indian spacetech start‑ups. They were instrumental in shaping guidelines for spectrum allocation and the liberalised Earth‑observation data policy.