Monday, June 24, 2019

Why Mutual funds Sahi hai??

*List of HERO TO ZERO Stock*

1. Reliance Infra   - 2500 > 42.70
2. Rel Capital   - 2924 > 62
3. Rel Power  - 430 > 4.15
4. R COM - 800 > 1.45
5. R NAVAL - 117 > 3
6. DHFL   - 690 > 62.90
7. Jet Airways - 883 > 33
8. Jain Irrigation - 264 > 25
9. PC jewellers  - 600 > 45
10. Vakrangee  - 515 > 31
11. Suzlon  - 400 > 3.35
12. Kwality  - 225> 2.45
13. JP Associates  - 339 > 2.70
14. JP Power - 140 > 1.90
15. JP Infra - 100 > 1.60
16. manpasand beverages  - 500 > 28
17. Central Bank - 210 > 22
18. J&K Bank  - 176 > 34.70
19. Mercator - 165 > 1.65
20. Aban offshore - 5400 > 35.40
21. Sintex Plastic Tech - 120 > 8
22. BPL 152 > 21
23. HDIL 1100 > 14.50
24. Videocon 760 > 1.70
25. MTNL 217 > 7.60
26. ILFS 308 > 3.10
27. Cox & King - 367 > 62.70
28. Mcleod Russel  - 325 > 18.85
29. Eros Int  - 643 > 25.80
30. LEEL  Electricals - 340 > 7.30
31. Alok Ind 105 > 3.80
32. Subex 725 > 5.80
33. Adlabs  - 207 > 4.05
34. Atlanta - 270 > 9.30
35. IFCI - 114 > 7.65
36. GMR Infra - 124 > 14.80
37. Uttam Galva  - 172 > 7.55
38. Oil Country  - 172 > 5.90
39. Punj Llyod - 580 > 1.25
40. Lovable lingerie - 612 > 69
41. Shree Renuka Sugar - 120 > 9
42. Patel Eng  - 1020 > 18.80
43. RS Software  - 400 > 20.75
44. On mobile - 361 > 31.15
45. Windsor machines - 150 > 25.10
46. Bartronics  - 255 > 3.90
47. Rolta - 375 > 5.45
48. kohinoor food - 136 > 16.30
49. Dolphin offshore - 445 > 29.40
50. Snowman logist - 130 > 29.50
51. IRB INFRA 310 > 93
52. HEG 4500 > 1320
53. Varroc Engineers 1151 > 450
54. Goa Carbon 1185 > 340
55. Hotel leela 85 > 7.55
56. Vodafone Idea 118 > 11.35
57. Educomp 1100 > 1.50
58. VIP Clothing 100 > 11.70
59. Gati 290 > 57
60. GTPL 180 > 58
Regards
Mohit jagga
Financial Advisor

http://www.wealthymill.com/

Cont: 9466787277

That's why MFs are better than direct equity as fund managers know when to exit bad stocks 😊😊

Friday, June 21, 2019

Jet Airways case study

The Promoter,The lender, The Management, The Strategic Partener,and The Government were all flying blind
 
 
After months of stalling, there is some progress made towards a resolution of the Jet Airways crisis. The Mumbai bench of the National Company Law Tribunal (NCLT) admitted a petition filed by the State Bank of India for resolution of Jet Airways under the Insolvency code and suggested a timeline of 90 days, citing it as a matter of national importance.
In anticipation of such a move, the Jet Airways stock shot up by 150 percent on Thursday. The huge move was possible because of the unwinding of the short position in the counter.
But is the rally justified? Certainly not.
The case is now with NCLT, a body which is expected to protect the interest of the lenders. Given the present status of Jet Airways, it is very unlikely that there would be anything left over for shareholders after providing for lenders and creditors in case liquidation is recommended by the Insolvency and Bankruptcy Code (IBC).
Jet Airways has already been grounded for two months after the airline ran out of cash, owing Rs 8,500 crore to a consortium of 26 banks led by SBI. Many employees of the company have since then been picked up by other airlines. Further, a number of lawsuits have been filed against the company and most of its 100 operational aircraft impounded.
Any company, consortium of investors or private equity player keen on acquiring the company will have a tougher task to revive the company than creating a new one. Unlike a manufacturing unit which is mothballed before it is shut down, reviving a company in the service sector like an airline is far more difficult.
It would be a sad day for the 22,000 employees and over 80,000 indirect dependents of Jet Airways if the company is stripped and sold. The blame for bringing the company down to the current state has to be shared by the promoter, its management, employees, lenders, strategic partner and the government.
The airline industry has low accident rates only because they listen to the black box of a crashed aeroplane and analyse the faults and take lessons from it. Similarly, the fall of Jet Airways also holds lessons for all stakeholders.
 
Promoters
For promoters, Jet Airways' promoter Naresh Goyal's stubbornness is a key takeaway. He held on to his position for too long, even when there were buyers and bankers willing to negotiate a deal to save the airline on condition that he steps down. For Goyal, his position was more important than the airline he created. Goyal also has did not see the changing tide of low-cost airlines. He continued to micro-manage the company, losing sight of the big picture.
 
Management
Goyal's management team and its Board of directors should have advised him of the changing fortunes. When it was obvious that the industry structure had changed with the fast growth of low-cost airlines, the Jet Airways team continued with its high-cost structure. For the management of other companies, the Jet Airways management represent the traditional workforce who would follow the owner unquestionably. This is not healthy for any company. Divergent views need to be encouraged and a logical solution chosen for the growth of the company rather than massaging the promoter's ego.
 
Employees
The highly paid employees of Jet Airways, especially the pilots, were worse than industry union leaders. At the drop of a hat, they were willing to go on a strike despite knowing the poor health of the company and the industry. They took political help to push their case and exert pressure on the management. But at the same time, thought should be spared to those thousands of workers who kept on coming every day for work without getting paid for months. There is a lesson here for the human resources departments across all companies.
 
Lenders
Lenders lived up to their reputation of offering an umbrella when the sun is out. Kicking out Goyal from the cockpit was the worst step the lenders could have taken. Goyal had his skin on the table and was running from pillar to post to keep his airline afloat. From the day Goyal was asked to resign from Jet Airways the company's operation collapsed like an aircraft without its engine.
The banks were only concerned about their own money and had no interest in running the company. They did not extend much-needed working capital which would have bought them time to find a suitor to buy the company. Their insistence of not taking a hit on their loan has now resulted in them losing most of their money. A case of penny wise and pound foolish is how this consortium led by SBI can be described.
There is no lesson here for the bankers since they never learn. They have not learnt from thousands of default cases and it is unlikely that they will now. SBI and other banks made the same mistake in the case of Kingfisher Airlines and are now crying foul over Jet Airways.
 
Strategic Partners
Jet Airways' strategic partner Etihad Airways also has contributed to the fall of Jet Airways. It placed its own interest in filling its Gulf and European routes which were in its parent company over that of running the airline efficiently in India and other parts of the world. The one-sided relationship led to a number of senior staff in Jet Airways leaving the company at a time when they were most needed to steer the company. Goyal in his desperation for funds agreed to terms with Etihad which in the long run led to its failure.
The lesson here for all companies seeking strategic partners is to think long-term rather than short term survival.
 
Government
Just like the bankers the government and its bureaucracy too will not take away anything from the Jet Airways fiasco. Creating a mess in Air India and Kingfisher the government did little to help Jet Airways. Though helping the company directly would have set a bad precedent, the government could have taken steps to help the airline industry. When almost all airlines are making losses there is surely something structurally wrong in the industry.
Airline operators have been pointing out the skewed cost structure on account of government taxes but all pleas fell on deaf ears. Unless something is done for the sector we may soon see more airlines crashing.
 
Shareholders
Finally, there is a big lesson for the shareholders. The market rewards performance and not hopes. Jet Airways was grounded in April 2019 yet there were buyers for the company at Rs 160. It took one month for these buyers to realise that there is little hope for the company. Even on Thursday there were no lessons learnt, a company going to NCLT does not mean that it is saved. It is sent there when all other doors are closed, just like they are for the shareholders of Jet Airways unless there is an investor with big pockets willing to take a huge risk.

Saturday, June 1, 2019

Capex cycle Recovery: Cautious but Hopeful

Highlights

The main overhang of general elections holding back capex is behind us


Capex cycle, particularly government-led spending, to start from Q2 FY20


Private capex to pick up towards the end of the current fiscal


Sectors such as road, construction, railways, defence, power T&D and water to see contract award resuming soon


India's capex cycle has faltered, and a recovery remains elusive so far.
A series of events such as the Goods and Services Tax launch, demonetisation after-effect, the introduction of RERA in the real estate sector, and the banking and NBFC crisis disrupted the game.
Of course, a slowdown in government functioning ahead of the general elections and political uncertainty played their part. Other cues such as volatile oil prices, currency depreciation and the bitter trade war added fuel to the fire.
A few of these factors are behind us. We also analysed post-results commentary by managements of engineering and capital goods companies in light of the March quarter results. We sought to find answers to whether a capex recovery is on the cards and if yes, which sectors are better placed.
What can drive a capex cycle recovery?
The major uncertainty surrounding the elections is over. A government with a convincing majority is seen to improve the investment climate.
Projects that had been on hold because of the elections should come up for bidding once the Cabinet takes shape. Companies are hopeful that the projects nearing the 2020 completion deadline or flagship ones such as the Renewal Energy Mission, Bharatmala, Namami Gange, Housing for All, Green Corridor (power T&D project) would be expedited and accorded priority.
While the investment climate is expected to improve, companies have highlighted that the funding environment is improving as the banking and NBFC crisis is easing. Moreover, equity markets are expected to remain supportive. This should help kickstart project execution, especially those which have been delayed by the liquidity squeeze.
A lower interest rate regime and RBI's soft policy stance should augur well for growth in capital investments, especially by the private sector.
Timing of revival
At its analyst meet, L&T sounded a bit cautious about order inflows in Q1 FY20 in view of the Model Code of Conduct. However, the conglomerate has maintained its order intake guidance of 10-12 percent growth for this financial year and is confident of surpassing that guidance on the back of a pick-up in infrastructure activities, post-elections.
Similarly, Thermax offered a positive outlook. "For the past 4-5 months, there has been a significant slowdown in the large industrial capex in the country. However, we expect the order momentum to pick up in the second half of FY20," said M S Unnikrishnan, MD, Thermax.
Like Thermax and L&T, most companies are expecting the capex cycle -- particularly government-led -- to resume from the second or third quarter of the current financial year.
When will private capex resume?
Government-led capex is only one part, but a broad revival in private sector capex is expected only towards the end of 2019-20.
In fact, L&T's management cautioned that the private sector is being selective and a revival may not start in FY20, considering NCLT cases, a spate of defaults and the liquidity tightness. Companies like Thermax have also highlighted issues such as excess capacity in many industries.
ABB India sounded a bit cautious about any uptick in growth, at least in the current quarter. “Markets have been soft for a long time now, particularly on the industrial side. There have been fairly fewer investments. We believe that the June quarter too will be difficult in light of the recent performance of automobile, FMCG and a few other segments. Beyond that, it is difficult to read and assess the implications of a big political event in the country at this point in time,” said Sanjeev Sharma, MD, ABB India, during its March quarter analyst conference call. The commentary was before the election results were out.
The assessment at engineering companies is that a major or broad-based private capex recovery may not happen soon. Investors will have to wait till FY20-end or early next fiscal to see any concrete signs of a revival.
Also, Corporate India may wait for more clarity from the upcoming Budget on the new government's policies, allocations and priorities. They may wait for announcements from key ministries to set their priorities.
Which sectors will lead the recovery?
Companies are unanimous about the pick-up in government-led infrastructure and construction sector spending.
"With the momentum set on infrastructure building, coupled with incremental tax revenues, the emphasis on investment in airports, rail, roads, water supply and distribution, expressway programmes, power availability and connectivity, oil and gas production and mass rapid transit system is expected to continue," said L&T in its outlook for 2019-20.
Roads are a priority and orders from this sector are expected to resume soon. Others such as construction of ports, capex in railways and defence could be next. Companies in the defence sector such as Cochin Shipyard, Bharat Electronics, Bharat Dynamics, Hindustan Aeronautics, GRSE and many others are sitting on an order book of 5-10 times their annual sales.
They are expecting execution to improve and deliveries to take place in the first and second quarters of FY20. However, L&T is sees some delay in defence projects getting government approval, following which the award of contracts should begin.
India Inc thinks that the Railways would step up on order execution, helping revenue growth. Firms such as IRCON, RVNL, RITES are sitting on outstanding orders of about 5-6 times their sales. KEC International's railway division reported a strong 76 percent YoY growth in revenues in Q4.
KEC said the work for about 10,500 km of railway electrification will be awarded in FY20 and is expecting to get orders of worth Rs 3,500 crore in FY20, up 21 percent, from this segment.
"I think going ahead, the sectors such as construction should pick up. Along with that, we are expecting railways, marine, oil & gas to pick up. Overall, in the current fiscal, the domestic industrial business should grow at the higher end of 10-12 percent," said Cummins during its investor call.
Cement is another area where companies are witnessing sustained demand. Thermax in its call said: "All cement companies are now setting up captive power plants and FY20 cement ordering should continue." While the order flow in the domestic oil and gas sector was mostly subdued -- except the one that was won by Engineers India -- it expects two major refinery orders to come by in the second half of 2019-20.
In the transmission & distribution (T&D) sector, KEC International's management has upped its sales growth guidance to about 15-20 percent for FY20 and expects predicts better T&D ordering post-elections.
According to KEC International, the projects pertaining to the Green Corridor worth Rs 14,000-15,000 crore will be finalised by July-end as the timeline for the completion is within 15-18 months from now.
GE T&D has taken a similar line on the opportunities arising out of the Green Energy Corridor project. It expects evacuation of close to 67,000 mw of renewable energy. On an immediate basis, it sees tendering of about 29,000 mw and orders worth of Rs 6,000 crore, possibly starting in Q1 of 2019-20.