India FMCG PDF
India FMCG PDF
India FMCG PDF
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India | FMCG 22 March 2019
Sector Update
FMCG
Millennials: Eat Good, Look Good, Feel Good Food space is expected to perform better
We hosted the second edition of Elara Consumer Conference, than HPC in CY19
Millennials 2.0, recently. The event hosted domain experts across Category Growth in CY19 (%)
categories, channels and retail measurement. They shared insights into Food 12-13
Global Markets Research
consumer behavior, strategy, market execution and data analytics. HPC 10-11
Source: AC Nielsen, Elara Securities Research
The following are some key takeaways:
Salience of food products increasing in
India today is the only large market reporting double-digit growth in
every retail outlet
the FMCG space, at 10.7% in CY18 (Source: AC Nielsen). Off take FMCG industry Growth in PDO vs
growth was 5% in CY16 and has started to inch up into the double Contribution
- sales CY18 vs Dealer
(%)
digits (CY18: 10.7%). Wholesale-driven markets like North India are breakdown CY17 (%) (x)
5
Health (juices), organic, babycare products (diapers, skincare &
wipes), quick & easy (RTE & RTC products), and children & school- 0
CY11
CY08
CY09
CY12
CY13
CY14
CY15
CY16
CY17
CY18
oriented foods are among the fastest-growing categories on
CY10
eCommerce as in CY18. FMCG Offtake growth
Super premium category (22% of Health Food Drinks [HFD] sales) is Source: AC Nielsen, Elara Securities Research
driving volume and marketing is centered on ―high science &
Online transactions gain salience on
benefits delivered‖ GlaxoSmithKline Consumer Healthcare (SKB IN, eCommerce
CMP: INR 6,929, Not Rated). HFD is an urban category (80% of sales
(%) Cash Online
by value), but rural markets are growing faster than urban and
Pre-demonetization (2015) 60 40
sachets are driving growth in the rural markets.
Demonetization (2016) 30 70
Dairy is a game of scale alone: Fresh milk products, which comprise Post-demonetization (2017) 50 50
bulk of milk consumption (60-65% of milk production is turned to
Source: bigbasket, Elara Securities Research
pouch milk) in India have low operating margin of ~5%, but since it
has the highest penetration level of 90%, the biggest benefit of
conversion from unorganized to organized market will come to
dairy firms that have brands in pouch milk, curd and paneer
(Heritage Foods [HTFL IN, Buy, TP: INR 825).
―Avvatar‖ (PARAG IN, Buy, TP: INR 366) Was launched to be a
clutter-breaking product in the fragmented segment of whey
protein in India (40% share with Glanbia). It is currently serviced by
expensive imported brands with old stocks and probably not as
efficient due to the product age.
Table of content
AC Nielsen - Sameer Shukla, Executive Director ………………………………………………………………………………………………………………. 4
Strong throughput increase per store for packaged foods
GlaxoSmithKline Consumer Healthcare - Manish Syag, General Manager South India ……………………………………………… 9
Health drinks category growing fastest at the top end
FMCG
bigbasket - Geetha Mahadevan, Brand Intelligence ……………………………………………………………………………………………………….. 13
Striving to become top 3 retail grocer in India
AC Nielsen
AC Nielsen, founded in 1983, is based in Mumbai. Nielsen (India) operates as a subsidiary of AC Nielsen Corporation.
It monitors consumer behavior in more than 100 countries to present a comprehensive view of trends and habits. The
company offers retail & shopper marketing, brand & portfolio management, pricing & promotional strategies, product
innovation & renovation and social media intelligence services. It also measures shopping & media consumption
trends of consumers and viewership data & analytics primarily for the media and advertising industries across
television, online and mobile screens.
Younger demographic dividend: India will become Exhibit 2: Digital media complementing traditional
the largest country globally in terms of population media and not cannibalizing it
size at 1.6bn by 2030. It currently has ~1.05bn Use in the past one-month Print TV Internet
citizens in the age group of 15-60 year old vs China, CAGR over 2016-18 (%) 9 6 12
which is at ~0.98bn Consumer base (mn) 411 782 279
Source: AC Nielsen, Elara Securities Research
Multifold income expansion: India is growing at 2x
the world. Top 4 economies are showing trends of India only big market with double-digit FMCG growth
declining GDP growth. The elite (annual household
India is the only big market with FMCG growth of
income >USD 30.8k pa) and the affluent class
13.8% while global growth is at 2.0-2.5%.
(annual household income of USD 15.4-30.8k pa)
currently comprise 1.5% and 3.0% of the population, During CY14-16, there were macro issues and
respectively, and is likely to increase to 5.0% and demonetization, wherein FMCG growth fell into the
11.0% by 2030, respectively single digits (7% in CY14, 9% in CY15 and 7.4% in
CY16); it has bounced back to 13.8% in 2018
Connected consumers make informed choices and
are open to experimentation: By 2030, there will be Consumption-led (volume growth) growth was at
~1.2bn smartphone users in India compared to 5.0% in CY16 and it has started to inch up into the
0.44bn in 2020. Mobile is the most preferred device double digits at 10.7% in CY18.
for accessing the internet (94% of connected Exhibit 3: Consumer offtake bounces back after
population accesses internet through mobile demonetization in CY16
phones). Consumers are more connected than ever,
25
and hence they make informed choices and are also
19.1
open to experimentation due to increased exposure. 20 18 18 18
Internet penetration will become 4.5x from 13% in 15 14 13.8
15 11.7
2016 to 60% in 2030
(%)
9
10 7 7.4
Exhibit 1: Smartphone users in India
Year CY16 CY20 CY30 5
CY11
CY12
CY13
CY14
CY15
CY16
CY17
CY18
CY10
Exhibit 4: Wholesale-driven markets like North India Exhibit 6: GT remains relevant due to reach
are bouncing back Channel Contribution (%)
Population reach by
Region-wise offtake channels (mn)
CY17 CY18 Comments Traditional 89 1000
growth rates (%)
North India 11.3 16.7 Rebound visible in offtake Modern trade 11 43
Dragged by GST and eCommerce 2 1.9
East India 14.1 12.6
demonetization impact
Source: AC Nielsen, Elara Securities Research
Maharashtra & Gujarat did
West India 17.2 14.6 not do well post GST &
Bearish outlook for CY19 due to the high base effect
demonetization
Agricultural crisis in
South India 14.5 12.6 Karnataka and slowdown in
Growth projection for 2019 is lower at 11-12% than
Tamil Nadu 13.8% in CY18, due to the high base effect of 2018 as it is
Source: AC Nielsen, Elara Securities Research the year when some markets, especially North India, had
Regional firms grow faster than national companies started to see an uptick. Inflation expectations for CY19
are built into 4.0% YoY; hence, consumption-led growth
Smaller firms with regional or local presence operating in in CY19 is expected to be ~7.0-8.0%, slightly lower than
FMCG
1-2 zones only are growing at 21% YoY, well above the 10.7% achieved in CY18.
double-digit growth than what larger firms are
witnessing. Exhibit 7: Salience of food products increasing in
every retail outlet
Exhibit 4: Long tail in manufacturing growing at the FMCG industry - Contribution Growth in CY18 vs PDO vs
fastest pace sales breakdown (%) CY17 (%) Dealer
Food 55 15.1 7x
Top manufacturing firms Contribution by Growth
by size value (%) YoY (%) Non-Food 38 12.1 5x
Source: AC Nielsen, Elara Securities Research
Top 50 60 11.6
50-100 8 13.1 Exhibit 8: Food space is expected to perform better
than HPC
101-300 11 13.7
Category Growth in CY19 (%)
300 & beyond 21 21
Food 12-13%
Source: AC Nielsen, Elara Securities Research
HPC 10-11%
Exhibit 5: National and regional firm market Source: AC Nielsen, Elara Securities Research
breakdown
Smaller food firms are growing fast and are profitable
Contribution split (%) by value
Around 700-800 manufacturers come into the market
Regional every year in the namkeen category, according to AC
, 31 Nielsen; at the same time, a similar number of
manufacturers go out of business. Salty snacks are
growing at 20% YoY every year (Source: AC Nielsen).
Companies which post INR 250mn in sales are
aspirational and can grow to INR 500mn to INR 1bn in
National sales in next couple of years. These companies are
, 69
profitable, their performance is consistent and they are
funding growth through internal accruals. Refined and
non-refined edible oil also is growing at a fast pace.
Source: AC Nielsen, Elara Securities Research
eCommerce channel for running cost-effective trials Exhibit 9: Innovation is bigger in the food category
than any other space
eCommerce channels, such as Amazon, Nykaa and Food category Offtake growth YoY (CY18)
bigbasket, offer companies scope for running cost- Vermicelli & noodles 15
effective and frequent experiments with new product Chocolates 19
developments (NPD); once they meet internal targets, Biscuits 14
the products are scaled up and launched in modern Non-refined oil 16
trade as well. eCommerce today has become 2% of total Refined oil 19
FMCG sales in India. Non-food category Offtake growth YoY (CY18)
Toothpaste 9
Facial Bleach 7
Source: AC Nielsen, Elara Securities Research
Amul
Amul is a cooperative brand managed by the Gujarat Cooperative Milk Marketing Federation (GCMMF). It is India’s
largest food product marketing organization formed in 1948 and is based out of Anand, Gujarat. Its product range
comprises milk, milk powder, health beverages, ghee, butter, cheese, pizza cheese, ice- cream, paneer, chocolates and
traditional Indian sweets. GCMMF is India’s largest exporter of dairy products. Several Amul’s products are available in
the US, Gulf countries, Singapore, Philippines, Japan, China and Australia.
Amul accounts for 25% of organized dairy industry, within India. He has inspired Amul to
achieve 1st rank in Indian food category as per brand trust report 2015 and 13th position on
the list of top milk processors of the world and win several national and international awards
for innovations in dairy sector.
Behemoth in production & consumption of dairy Exhibit 10: In India, 25% of dairy sector (USD 100bn)
is organized
In the next five years, the world excluding India is
expected to produce 25mn tonnes whereas India (USD bn) Organised
alone will be producing 30mn tonnes. 25
Milk per capita consumption was at 110g until 1970s Source: Amul, Elara Securities Research
(and declining), now it is at 370-380g. Per capita Exhibit 11: India has 60% marketable surplus of total
consumption (PCC) is expected to reach 800-850gm milk produced
per day (equivalent to Europe and the US today) by
2030
Self
Currently, the organized sector produces 90 million consumption Organized
40% 33%
litres per day (MLPD) (total is 400MLPD), which will Marketable
become 300MLPD by 2028 surplus
60%
India will require 500mn tonnes (population of
1.75bn with PCC of 800gm per day) of milk by CY50- Unorganized
60. Currently, the country produces 176mn tonnes 67%
(FY18 figure as per National Dairy Development
Board).
Source: Amul, Elara Securities Research
Exhibit 12: India produces 55% buffalo milk from 5-6% EBITDA margin in the dairy business is good
one-third of cattle (milking) population and efficiently run
FMCG
Exhibit 13: Amul increases cow milk salience
100 Demand for packaged dairy products is coming from
80 the rural markets as well, not just metros
80
(%)
Exhibit 14: SMP prices starting to see an uptick However, since dairy prices have not seen an uptick
5,000 4,562 in the past two years, especially in Maharashtra, and
supported by State subsidies, excess inventory is
4,000
3,214 3,016 getting used up and should lead to inflation of
(USD/tonne)
3,000 around 30% in the next three years (>INR 30 per liter
2,164
1,911 1,921 2,090 for cow milk) from the current low levels of INR 20
2,000
per liter (excluding the subsidy)
1,000
0
FY13
FY14
FY15
FY16
FY17
FY18
FY19
SMP prices
Exhibit 15: Amul always increases procurement prices Exhibit 16: Amul pays higher procurement prices than
irrespective of global trends other firms for buffalo milk
30 28 29 50
26 26 43 43
24 39 40
25 22 40 37
33
(INR/kg)
(INR/kg)
20
30
15
20
10
5 10
0 0
FY13 FY14 FY15 FY16 FY17 FY18 FY13 FY14 FY15 FY16 FY17 FY18
Average cow milk procurement prices - Amul Rajkot Average buffalo milk procurement prices - Amul Rajkot
Source: Amul, Elara Securities Research Source: Amul, Elara Securities Research
Exhibit 17: Procurement prices fall in Maharashtra in Exhibit 18: Procurement prices in Delhi fall in FY18
FY18
35 42 39 38
29 30 31 36 36
28 34
26 35
28
22 27
(INR/ltr)
(INR/ltr)
28
21
21
14
14
7 7
0 0
FY13 FY14 FY15 FY16 FY17 FY18 FY13 FY14 FY15 FY16 FY17 FY18
Cow milk procurement prices - Maharashtra Milk prices - Delhi
Source: Industry, Elara Securities Research Source: Bloomberg, Elara Securities Research
FMCG
Mothers & children equal influencers of purchase Television commercials (TVC) are generally attached
to cricket, badminton, football sport stars for Boost.
Nine out of 10 children are deficient in micro
nutrients in India and four out of 10 are Horlicks is also consumed by adults compared to
malnourished, according to GSKCH other HFDs at around 40%
Kids 48 50 42 Grocers
42%
Moms 52 50 58
Source: GSKCH, Elara Securities Research
Chemist
23%
Pan plus
+food
5%
Source: GSKCH, Elara Securities Research
East India is the malt dominant region. North and Key competitors in this popular segment are
West India are chocolate-liking regions while South Complan (Zydus Wellness) and Bournvita
India is moving towards Chocolate Horlicks. Hence, (Mondelez). There is not much competition in the
the key brands that can grow fast are Chocolate premium category
Horlicks and Boost.
Exhibit 24: Complan is the most expensive in the
HFD is urban category; rural penetration still low popular category
Price
Value growth in the category is being driven by Brands Company GM
(INR)
INR/ kg
super premium (22% of sales) and popular segment Complan- Growth Drink Mix- Zydus
500 315 630
(63% of sales), which have grown at 16.7% and Kesar Badam Wellness
6.4%, respectively, in CY18. In volume terms, super Horlicks- Health & Nutrition
GSKCH 400 250 625
premium and popular categories grew almost at par Drink- Kesar Badam
with each other at 12.6% and 11.7%, respectively. Complan- Growth Drink Mix- Zydus
500 280 560
Royale Chocolate Flavour Wellness
Value growth is lower than volume growth, due to
Zydus
FMCG
rate cuts in GST being passed on in CY18, which Complan- Magic Chocolate 500 245 490
Wellness
were announced for the HFD category only in Boost Nutrition Drink - Health,
GSKCH 450 217 482
November 2017 (GST Phase 2). It expects a 9-10% Energy and Sports
CAGR over CY19-21 for the HFD category overall Boost Drink Powder- More
GSKCH 75 35 467
Stamina
Exhibit 22: Super premium and popular segments are Horlicks- Health & Nutrition
GSKCH 500 222 444
driving growth for the category Drink- Classic Malt
Bournvita- 5 star Magic Pro-
Cadbury 500 218 436
Growth Health Chocolate Drink
Super Premium Bournvita Pro- Health
16.7% 22% Cadbury 500 204 408
(API>140) Chocolate Drink
Bournvita- Health Drink Cadbury 75 30 400
Premium
Horlicks- Health & Nutrition
GSKCH 500 199 398
1.4% 12% (140>API>120)
Drink- Chocolate
Source: bigbasket, Elara Securities Research
Category size INR 62,420mn Enfagrow A+ Chocolate Reckitt Benkiser 625 400 1,563
Enfagrow A+ Vanilla Reckitt Benkiser 625 400 1,563
Source: GSKCH, Elara Securities Research
Horlicks Growth Plus GSKCH 520 400 1,300
Exhibit 23: Super premium segment is driving volume
Pediasure Chocolate Abbott 520 400 1,300
growth in HFD category
Source: Amazon, Elara Securities Research
Growth
Super Premium
12.6% 9% (API>140)
Premium
2.7% 10% (140>API>120)
Exhibit 26: Protein supplements for adults to expand Exhibit 27: Rural growing faster than urban in HFD
the category beyond children
Rural
Protein 22%
Price INR/
Brand Company content per Gm
(INR) Kg
100gms
Nestle Health Science
Resource High Protein - Nestle 45 895 400 2,238
Urban
Vanilla
78%
Protinex - Original Danone 32 585 400 1,463
Protinex - Chocolate Danone 32 520 400 1,300 Growth
Protinex - Vanilla Danone 32 520 400 1,300 Rural - 13.4%
Urban - 7.1%
Horlicks - High Protein
Drink- Chocolate, GSKCH 33 520 400 1,300
Protein+ Source: GSKCH, Elara Securities Research
Horlicks - High Protein
GSKCH 33 495 400 1,238
Drink- Vanilla, Protein+ Exhibit 28: Sachets driving growth in rural markets
FMCG
Source: Amazon, Elara Securities Research
Rural
Driving penetration levels through sachets 23%
It is an urban category and is 78% of value and
growing at 7.1% pa, while volume in urban markets
is growing at 8.7% pa. Rural is growing faster at Urban
77%
17.2% in volume terms
Rural markets (14% penetration levels) and NW Growth
Rural - 17.2%
(urban) are less penetrated markets; Tamil Nadu Urban - 8.7%
leads across both urban and rural
Source: GSKCH, Elara Securities Research
with Amway for over 15 years (joined in May 2002). He holds a B.Tech degree from NIT,
Durgapur and MBA degree from MDI, Gurgaon.
Avvatar: clutter-breaking product in imported market Consumer profile & what it is looking for
It is a INR 13.80bn sports nutrition category and 23-26-year-old age group: All about value for
growing at 22% YoY due to higher awareness money, partly still funded by parents, opinionated,
affluence, and health conscious consumers low brand loyalty and more experimental
Import duty is high in whey proteins and the 27-32-year-old: prefers online shopping, beginning
company sells vegetarian products vs non- to save and invest and brand loyalty
vegetarian products from imported markets. The
33-39-years-old: Decisions are dependent on family,
imported brands take 7-8 months to reach
reviews, time is precious, prefers brands, save money
destination; as a result, it also affects its performance.
but has loads of money
Parag is the only whey protein manufacturer in India
Harbor curiosity to know more
Glambia has a 40% share in India. eCommerce is
10% and 30% for the rest of the brands in India High tolerance vs low tolerance (millennials have
low tolerance for bad quality products)
bigbasket
Big Basket (BB), launched in 2011, is the largest online grocery supermarket in India. It came into being around the
time when eCommerce was in its nascent form in India. BB was founded by Hari Menon, VS Sudhakar, VS Ramesh,
Vipul Parekh and Abhinay Choudhari. It is headquartered at Bengaluru and delivers to 26 cities in India. BB currently
offers more than 18,000 products across categories and features more than 1,000 brands.
Company snapshot
26 cities & growing 99% on time delivery
10mn customers 96% availability of 25,000 stock keeping unit (SKU)
125,000 orders delivered per day 3 minutes per session, 3 sessions per order
Average ticket size: INR 1,500 1mn sessions per day
99.5% fill rate 80% of orders from app
Source: bigbasket
FMCG
Geetha Mahadevan, Brand Intelligence
Geetha Mahadevan is heading the Brand Intelligence of BigBasket and has been
instrumental in setting up the Mumbai and Pune business for the company. She has been
with Big Basket since July 2012. Prior to this, she worked with Aditya Birla Retail in
merchandising.
Doubled business in CY18; ditto for CY19 Exhibit 29: High growth categories for bigbasket
BB wants to become Top 3 retail grocer in India with Health Imported & gourmet
omni-channel presence; goal is to become as big as Organic High protein including meat
D-Mart, Reliance Retail and Big Bazaar Quick & easy Baby non-food
Fresh Children and school-oriented food
It has doubled sales in CY18 without adding any
Source: bigbasket
new city, and plans are to double in CY19 as well
Plans to become omni-channel firm; D-Mart biggest rival
Tier 1 (eight cities) contributed 70% of business.
Operations in Top 3 cities are EBITDA- Channels through which bigbasket sells:
positive currently and 90% of Tier-2 cities have been
Full service delivery (FSD) makes up 70% of orders.
EBITDA-positive from Day 1. It integrates fresh
For FSD, delivery cost is around 6-7%
vegetables and fruits network before launching in
any new city so that online traffic is present from Express is 3,000-3,500 SKU delivered in 90-120
Day 1 minutes; two-wheelers are used for delivery
Consumers in Tier-1 cities are looking for BB daily: 5:30-8.00am delivery time includes milk,
convenience and quality while consumers in Tier 2 eggs & bread; last order at 10:00pm the previous
cities still considering grocery shopping as an event night. BB daily cost is 2% (average ticket size is INR
and are looking for competitive pricing 320), FSD has 6.5-7% cost. BB is launching BB daily
only in high density areas i.e. close to or in the
As BB is a pure grocery-plus FMCG eCommerce
vicinity of residential complexes
company, the number of items per basket is higher
at 22-25 than 4-5 for Amazon BB Instant is a new initiative in terms of installing
vending machines, which serve cold and hot
BB has recently launched its beauty segment and is
products in the same machine. BB has piloted it in
targeting existing consumers currently. It plans to
Bangalore with installations in 1,000 locations in
scale it up further, and Nykaa is big in this segment
residential complexes. It was launched to capture
impulse buying
BB Star was launched in 2011 and it is a loyalty Consumers migrate towards online payment
program, as 85% of customers show loyalty post the
Earlier cash used to be the preferred way of
third order placement. This is to create a habit
transaction with 60% of transactions done through
Data analytics on profiling keeps fill rates near 100% cash pre-demonetization; it is now 50% through
cash
Data analytics on customer profiles helps execute
micro strategies. BB has classification of households Exhibit 35: More transactions done online rather
under lifestyle, life stage (families with children than cash
under two years old, the elderly in joint families and Cash Online
joint families without the elderly). Customers also are Pre-demonetization (2015) 60 40
profiled under various product categories, such as Demonetization (2016) 30 70
Post - Demonetization (2017) 50 50
FMCG, only organic, only Ayurvedic, only premium,
Source: bigbasket, Elara Securities Research
high indulgence and dietary products.
Private labels only for categories with no branded play
Exhibit 30: Health juice brands show higher salience
FMCG
with HH having growing children BB will not enter into a category where it has high
salience of branded firms. For instance, there are
HH profile - health juice brand
HH with very few private labels in personal care. Categories
children(4 like homecare, gourmet and branded food can have
to 16 yrs)
24%
high salience of private labels. BB has the highest
Health collection of cereals and grains under its private
HH with
Conscious label, as apart from Basmati rice, no other cereal or
Babies(1-
HH
4yrs) grain has high salience of branded firms
48%
12%
HH with The company also sources 65% of its requirement of
infants (0-
fresh vegetables and fruits from its own farmers and
1yr) Bachelors
7% 9% has high salience of private labels in that as it is
largely unbranded. It sources 35% of its vegetable
Source: bigbasket, Elara Securities Research
requirement — mostly comprising onions and
Around 9,000 SKU give 90% of business out of total potatoes — from large operators locally
of 25,000 with 96% fill rate
Exhibit 31: 80% of BB HH - between 25 to 50 years old Exhibit 32: 45% of bb HH - families with children
Above 50 Below 25 Family size Joint family Me staying
Age
years years (more than alone
Me +
10% 9% 5 people) 6%
flatmates
24%
8%
Me +
Spouse
36 - 50 17%
years 25-35 years
37% Me +
44%
Spouse
+kid (s)
45%
Exhibit 33: 50% of bb HH with 1 child at least Exhibit 34: 42% of bb HH- working couples
No of children >2 kids Professional status Retired
11% couple Students
4% 5% Working
Bachelor's
home
Working 13%
man &
1 kid
Housewife
50%
36%
2 kids
39%
Working
couple
42%
Source: bigbasket, Elara Securities Research Source: bigbasket, Elara Securities Research
Tata StarQuik
Tata StarQuik is an online grocery store backed by Tata Group. It provides 10,000 grocery, personal care and
household products at a click and get them home delivered in three hours. In 2017, Tata Group had bought out
management team and technology of Gurgaon-based GrocerMax to enter the online segment, now known as Tata
StarQuik.
K Radhakrishnan, Co-founder
K Radhakrishnan has about 35 years of experience with impressive track record in Food
retailing, FMCG, and Distribution and Logistics & Retail Ecommerce Start Up, Management
Consulting. He is the co-founder of Tata StarQuik the omni channel online grocery business
for Tata aligned to the StarBazaar store. He has also been co-founder of other start-ups such
as Grocermax and Freshkins. Prior to venturing into his own start-ups, Mr Radha was
President of Future Freshfoods Ltd ( A JV with Kishore Biyani to grow the Fruits & Vegetables
FMCG
business in Big Bazaar and outside) up until March 2014. In 2006, he had joined Reliance
Retail as a CEO of the Value format retail. Prior to this he was associated with Foodworld
Supermarkets Limited, Amalgam Foods, Unilever promoted Indo Nissin Foods, Parry Agro
Limited, Carritt Moran and Company . He has a post graduation in Econometrics and
Statistics.
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banking or brokerage services from the subject company in the past twelve months. Research analyst or Elara Securities (India) Private Limited or its associate
entities may have received any compensation for products or services other than investment banking or merchant banking or brokerage services from the subject
company or third party in connection with the Research Report in the past twelve months.
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Elara Securities (India) Private Limited
The information contained in this note is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although
we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will
continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the
particular situation.
This material is based upon information that we consider to be reliable, but Elara Capital Inc. does not warrant its completeness, accuracy or adequacy and it
should not be relied upon as such.
This material is not intended as an offer or solicitation for the purchase or sale of any security or other financial instrument. Securities, financial instruments or
strategies mentioned herein may not be suitable for all investors. Any opinions expressed herein are given in good faith, are subject to change without notice,
and are only correct as of the stated date of their issue. Prices, values or income from any securities or investments mentioned in this report may fall against the
interests of the investor and the investor may get back less than the amount invested. Where an investment is described as being likely to yield income, please
note that the amount of income that the investor will receive from such an investment may fluctuate. Where an investment or security is denominated in a
different currency to the investor’s currency of reference, changes in rates of exchange may have an adverse effect on the value, price or income of or from that
investment to the investor. The information contained in this report does not constitute advice on the tax consequences of making any particular investment
decision. This material does not take into account your particular investment objectives, financial situations or needs and is not intended as a recommendation
of particular securities, financial instruments or strategies to you. Before acting on any recommendation in this material, you should consider whether it is
suitable for your particular circumstances and, if necessary, seek professional advice.
Certain statements in this report, including any financial projections, may constitute ―forward-looking statements.‖ These ―forward-looking statements‖ are not
guarantees of future performance and are based on numerous current assumptions that are subject to significant uncertainties and contingencies. Actual
future performance could differ materially from these ―forward-looking statements‖ and financial information.
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Elara Securities (India) Private Limited
Ravi Sundar Muthukrishnan Ph.D Head - Institutional Equity Research [email protected] +91 22 6164 8572
Research
Akhil Parekh Analyst Midcap [email protected] +91 22 6164 8519
Ankita Shah Analyst Infrastructure, Ports & Logistics [email protected] +91 22 6164 8516
Biju Samuel Analyst Quantitative & Alternate Strategy [email protected] +91 22 6164 8505
Gagan Dixit Analyst Oil & Gas, Aviation [email protected] +91 22 6164 8504
Garima Kapoor Economist [email protected] +91 22 6164 8527
Harshit Kapadia Analyst Capital Goods [email protected] +91 22 6164 8542
Karan Taurani Analyst Media & Entertainment [email protected] +91 22 6164 8513
Jay Kale, CFA Analyst Auto & Auto Ancillaries [email protected] +91 22 6164 8507
Param Desai Analyst Pharmaceuticals, Healthcare, Real Estate [email protected] +91 22 6164 8528
Pankaj Chhaochharia Analyst Strategy, Consumer Electronics [email protected] +91 22 6164 8503
Pradeep Kumar Kesavan, CFA Analyst Strategy [email protected] +91 22 6164 8541
Pratik Tholiya Analyst Agrochemicals, Travel & Hospitality [email protected] +91 22 6164 8518
Rakesh Kumar Analyst Banking & Financials [email protected] +91 22 6164 8559
Ravi Menon Analyst IT Services, Internet, Telecom [email protected] +91 22 6164 8502
Ravi Sodah Analyst Cement, Building Materials [email protected] +91 22 6164 8517
Ritika Dua Analyst Diversified Financials [email protected] +91 22 6164 8526
Sagarika Mukherjee Analyst FMCG, Dairy [email protected] +91 22 6164 8594
Aarti Rao Associate Pharmaceuticals, Healthcare, Real Estate [email protected] +91 22 6164 8535
Anushka Chhajed Associate Strategy [email protected] +91 22 6164 8536
Ashish Agrawal Associate IT Services, Internet, Telecom [email protected] +91 22 6164 8573
Chintan Shah Associate Banking & Financials [email protected] +91 22 6164 8521
Harsh Jhanwar Associate Cement, Building Materials [email protected] +91 22 6164 8546
Jatan Gogri Associate Economics [email protected] +91 22 6164 8591
Praneet Nikumbh Associate Diversified Financials [email protected] +91 22 6164 8506
Priyanka Trivedi Associate Agrochemicals, Travel & Hospitality [email protected] +91 22 6164 8588
Rachael Alva Associate Oil & Gas, Aviation [email protected] +91 22 6164 8525
Shubham Maheshwari Associate FMCG, Dairy [email protected] +91 22 6164 8562
Vijay Gyanchandani Associate Auto & Auto Ancillaries [email protected] +91 22 6164 8511
Vinayak Patil Database [email protected] +91 22 6164 8510
Priyanka Sheth Editor [email protected] +91 22 6164 8568
Gurunath Parab Production [email protected] +91 22 6164 8515
Jinesh Bhansali Production [email protected] +91 22 6164 8537
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