Mindtree Consulting Limited (We Were Incorporated As Mindtree Consulting Private Limited on August 5, 1999

Total Page:16

File Type:pdf, Size:1020Kb

Mindtree Consulting Limited (We Were Incorporated As Mindtree Consulting Private Limited on August 5, 1999 RED HERRING PROSPECTUS Dated January 29, 2007 Please read section 60B of the Companies Act, 1956 (The Red Herring Prospectus will be updated upon filing with the RoC) 100% Book Building Issue MindTree Consulting Limited (We were incorporated as MindTree Consulting Private Limited on August 5, 1999. Our status was subsequently changed to a public limited company by a special resolution of the members passed at the annual general meeting held on September 27, 2006. The fresh certificate of incorporation consequent on change of name was granted to our Company on November 6, 2006 by the Registrar of Companies, Karnataka.) Registered Office: MindTree House, No. 3, Block A, No. 42, 27th Cross, Banashankari 2nd Stage, Bangalore 560 070, India For changes in our registered office see “History and Certain Corporate Matters” on page 85. Company Secretary and Compliance Officer: Rostow Ravanan Tel: (91 80) 2671 1777/ 2671 2777, Fax: (91 80) 2671 4000, Email: [email protected], Website: www.mindtree.com PUBLIC ISSUE OF 5,593,300 EQUITY SHARES OF RS. 10 EACH FOR CASH AT A PRICE OF RS [•] PER EQUITY SHARE INCLUDING A SHARE PREMIUM OF RS. [●] PER EQUITY SHARE (THE “ISSUE”) BY MINDTREE CONSULTING LIMITED (THE “COMPANY OR “THE ISSUER”), AGGREGATING RS. [•] MILLION. THE ISSUE COMPRISES A NET ISSUE OF 4,940,740 EQUITY SHARES OF RS. 10 EACH (THE “NET ISSUE”), A RESERVATION OF UP TO 372,900 EQUITY SHARES OF RS. 10 EACH FOR OUR ELIGIBLE EMPLOYEES (THE “EMPLOYEE RESERVATION PORTION”) AND A RESERVATION OF UP TO 279,660 EQUITY SHARES OF RS. 10 EACH FOR OUR BUSINESS ASSOCIATES (THE “BUSINESS ASSOCIATE RESERVATION PORTION”). THE ISSUE LESS THE EMPLOYEE RESERVATION PORTION AND THE BUSINESS ASSOCIATE RESERVATION PORTION IS REFERRED TO AS THE “NET ISSUE”. THE ISSUE WOULD CONSTITUTE 15% OF THE FULLY DILUTED POST ISSUE PAID-UP CAPITAL OF THE COMPANY. THE NET ISSUE WILL CONSTITUTE 13.25% OF THE FULLY DILUTED POST ISSUE PAID-UP CAPITAL OF THE COMPANY. PRICE BAND: RS. 365 /- TO RS. 425/- PER EQUITY SHARE OF FACE VALUE OF RS. 10. THE FACE VALUE OF THE EQUITY SHARES IS RS. 10 AND THE FLOOR PRICE IS 36.5 TIMES OF THE FACE VALUE AND THE CAP PRICE IS 42.5 TIMES OF THE FACE VALUE In case of revision in the Price Band, the Bidding Period will be extended for three additional days after revision of the Price Band subject to the Bidding Period/Issue Period not exceeding 10 working days. Any revision in the Price Band and the revised Bidding/Issue Period, if applicable, will be widely disseminated by notification to the National Stock Exchange of India Limited (“NSE”) and the Bombay Stock Exchange Limited (“BSE”), by issuing a press release, and also by indicating the change on the websites of the Book Running Lead Managers and the Co Book Running Lead Manager and at the terminals of the Syndicate. In terms of Rule 19(2)(b) of the Securities Contract Regulation Rules, 1957 (“SCRR”), this being an Issue for less than 25% of the post–Issue capital, the Issue is being made through the 100% Book Building Process wherein at least 60% of the Net Issue will be allocated on a proportionate basis to Qualified Institutional Buyers (“QIBs”), out of which 5% shall be available for allocation on a proportionate basis to Mutual Funds only. The remainder shall be available for allocation on a proportionate basis to all QIBs including Mutual Funds, subject to valid bids being received from them at or above the Issue Price. If at least 60% of the Net Issue cannot be allocated to QIBs, then the entire application money will be refunded forthwith. Further, up to 10% of the Net Issue will be available for allocation on a proportionate basis to Non-Institutional Bidders and up to 30% of the Net Issue will be available for allocation on a proportionate basis to Retail Individual Bidders, subject to valid bids being received at or above the Issue Price. Further, up to 372,900 Equity Shares shall be available for allocation on a proportionate basis to the Eligible Employees and up to 279,660 Equity Shares shall be available for allocation on a proportionate basis to the Business Associates, subject to valid Bids being received at or above the Issue Price. RISK IN RELATION TO THE FIRST ISSUE This being the first public issue of Equity Shares of the Company, there has been no formal market for the Equity Shares of the Company. The face value of the Equity Shares is Rs.10 per Equity Share and the Issue Price is [y] times of the face value. The Issue Price (as determined by the Company, in consultation with the Book Running Lead Managers, on the basis of assessment of market demand for the Equity Shares offered by way of book building) should not be taken to be indicative of the market price of the Equity Shares after the Equity Shares are listed. No assurance can be given regarding an active and/or sustained trading in the Equity Shares of the Company or regarding the price at which the Equity Shares will be traded after listing. We have not opted for a grading of this Issue from a credit rating agency. GENERAL RISKS Investments in equity and equity-related securities involve a degree of risk and investors should not invest any funds in this Issue unless they can afford to take the risk of losing their investment. Investors are advised to read the risk factors carefully before taking an investment decision in this Issue. For taking an investment decision, investors must rely on their own examination of the Issuer and the Issue including the risks involved. The Equity Shares offered in the Issue have not been recommended or approved by the Securities and Exchange Board of India (“SEBI”), nor does SEBI guarantee the accuracy or adequacy of this Red Herring Prospectus. Specific attention of the investors is invited to “Risk Factors” on page (x). ISSUER’S ABSOLUTE RESPONSIBILITY The Issuer having made all reasonable inquiries, accepts responsibility for and confirms that this Red Herring Prospectus contains all information with regard to the Company and the Issue, which is material in the context of the Issue, that the information contained in this Red Herring Prospectus is true and correct in all material aspects and is not misleading in any material respect, that the opinions and intentions expressed herein are honestly held and that there are no other facts, the omission of which makes this Red Herring Prospectus as a whole or any of such information or the expression of any such opinions or intentions misleading in any material respect. LISTING ARRANGEMENT The Equity Shares offered through this Red Herring Prospectus are proposed to be listed on the NSE and the BSE. We have received in-principle approval from NSE and BSE for the listing of our Equity Shares pursuant to letters dated December 27, 2006 and December 26, 2006, respectively. For purposes of this Issue, the Designated Stock Exchange is NSE. BOOK RUNNING LEAD MANAGERS REGISTRAR TO THE ISSUE Kotak Mahindra Capital Company Limited JM Morgan Stanley Private Limited Mondkar Computers Private Limited 3rd Floor, Bakhtawar, 229 141 Maker Chambers III 21, Shakil Niwas, Opp. Satyasaibaba Temple Nariman Point, Mumbai 400 021, India Nariman Point, Mumbai 400 021, India Mahakali Caves Road, Andheri (East) Tel: (91 22) 6634 1100 Tel: (91 22) 6630 3030 Mumbai – 400093. Fax: (91 22) 2284 0492 Fax: (91 22) 2204 7185 Tel: (91 22) 28257641, 28366620 Email: [email protected] Email: [email protected] Fax: (91 22) 28262920, 28369704 Website: www.kotak.com Website: www.jmmorganstanley.com Email: [email protected] Contact Person: Mr. Chandrakant Bhole Contact Person: Mr. Vibhor Kumar Website: www.mondkarcomputers.com Contact Person: Mr. Ashok Gupta / Mr. Ravindra Utekar BID/ISSUE PROGRAMME BID/ISSUE OPENS ON: FEBRUARY 9, 2007 BID/ISSUE CLOSES ON: FEBRUARY 14, 2007 TABLE OF CONTENTS SECTION 1- GENERAL………………………………………………………………………………….. ii DEFINITIONS AND ABBREVIATIONS………………………………………………………………. ii CERTAIN CONVENTIONS, PRESENTATION OF FINANCIAL, INDUSTRY AND MARKET DATA…………………………………………………………………………………………………….. viii FORWARD-LOOKING STATEMENTS………………………………………………………………... ix SECTION II- RISK FACTORS…………………………………………………………………………... x SECTION III- INTRODUCTION………………………………………………………………………... 1 SUMMARY OF OUR BUSINESS STRENGTHS AND STRATEGY…….………………………….. 1 SUMMARY FINANCIAL INFORMATION……………………………………………………………. 5 THE ISSUE………………………………………………………………………………………………. 9 GENERAL INFORMATION……………………………………………………………………………. 10 CAPITAL STRUCTURE………………………………………………………………………………… 20 OBJECTS OF THE ISSUE………………………………………………………………………………. 35 BASIS FOR ISSUE PRICE………………………………………………………………………………. 40 STATEMENT OF TAX BENEFITS…………………………………………………………………….. 43 SECTION IV- ABOUT THE COMPANY………………………………………………………………. 50 INDUSTRY………………………………………………………………………………………………. 50 OUR BUSINESS…………………………………………………………………………………………. 53 REGULATIONS AND POLICIES………………………………………………………………………. 79 HISTORY AND CERTAIN CORPORATE MATTERS………………………………………………... 85 OUR MANAGEMENT………………………………………………………………………………….. 91 OUR PROMOTERS……………………………………………………………………………………… 105 RELATED PARTY TRANSACTIONS…………………………………………………………………. 112 DIVIDEND POLICY……………………………………………………………………………………. 113 SECTION V- FINANCIAL STATEMENTS…………………………………………………………….. 114 AUDITOR’S REPORT 114 SUMMARY OF SIGNIFICANT DIFFERENCES BETWEEN INDIAN GAAP, US GAAP, AND IFRS …………………………………………………………………………………………………….. 153 MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS 159 OF OPERATIONS…………………………………………………………………………… FINANCIAL INDEBTEDNESS…………………………………………………………………………. 179 SECTION VI- LEGAL AND OTHER INFORMATION……………………………………………….
Recommended publications
  • Work-Life Balance a Strategic Human Resource Policies and Practices Followed by Indian Organizations
    IRA-International Journal of Management & Social Sciences ISSN 2455-2267; Vol.05, Issue 03 (2016) Pg. no. 427-435 Institute of Research Advances http://research-advances.org/index.php/RAJMSS Work-life Balance a Strategic Human Resource Policies and Practices followed by Indian Organizations Mrs. Pratibha Barik1, Dr. (Mrs.) B.B. Pandey2 1Research Scholar, Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Koni (Bilaspur), India. 2Assistant Professor, Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Koni (Bilaspur), India. Type of Review: Peer Reviewed. DOI: http://dx.doi.org/10.21013/jmss.v5.n3.p5 How to cite this paper: Barik, P., & Pandey, B. (2016). Work-life Balance a Strategic Human Resource Policies and Practices followed by Indian Organizations. IRA-International Journal of Management & Social Sciences (ISSN 2455-2267), 5(3), 427-435. doi:http://dx.doi.org/10.21013/jmss.v5.n3.p5 © Institute of Research Advances This work is licensed under a Creative Commons Attribution-Non Commercial 4.0 International License subject to proper citation to the publication source of the work. Disclaimer: The scholarly papers as reviewed and published by the Institute of Research Advances (IRA) are the views and opinions of their respective authors and are not the views or opinions of the IRA. The IRA disclaims of any harm or loss caused due to the published content to any party. 427 IRA-International Journal of Management & Social Sciences ABSTRACT The study examines the innovative work-life balance policies and practices implemented by various Indian Companies. As with the increase of women workforce, dual earner families and increase in nuclear families have generated the need for the employees to balance their work and personal life.
    [Show full text]
  • Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences
    Journal of Service Science and Management, 2011, 4, 300-314 doi:10.4236/jssm.2011.43036 Published Online September 2011 (http://www.SciRP.org/journal/jssm) Management Consulting in Human Resource Management: Central and Eastern European Perspectives in Light of Empirical Experiences József Poór1, Ágnes Milovecz2 1Faculty of Economics and Social Sciences, Szent István University, Gödöllő, Hungary; 2Faculty of Business and Economics, University Pécs, Pécs, Hungary. Email: [email protected], [email protected] Received January 14th, 2011; revised April 2nd, 2011; accepted April 25th, 2011. ABSTRACT We analyze the evolution of management consulting in the field of human resources (HR) for the past 20 years in the transitional economies of Central and Eastern Europe (CEE). Our framework for HR consultancy is based on extensive professional experience in the region, several sets of multiyear surveys, and a review of the literature. We focus on the evolving HR theory and the current HR practice in Bulgaria, Czech Republic, Hungary, Poland, Romania, and Slovenia. Our paper relies on three major sets of multiyear surveys, conducted by the authors’ direct or indirect involvement. Special attention is paid to HR consulting in multinational firms and public sector organizations. Keywords: Central and Eastern Europe (CEE), Human Resource Management (HRM), Hungary, Management Consulting, Multinational Companies (MNCs), Transitional Economies 1. Introduction affect the evolution of such activity. Figure 1 proves In undertaking a study of management consulting with particularly useful when discussing the phases of devel- specific attention on HR consulting practices in different opment that consulting organizations and their clients countries in Central and Eastern Europe, and specifically have experienced during the past 18 years in Hungary in Hungary, we begin by adopting a broad framework and elsewhere in Central and Eastern Europe.
    [Show full text]
  • Pwc Consulting Co., Ltd
    PwC Consulting Co., Ltd. I.Corporate profile Business Category: Management consultant Workforce: Approx. 1,600 Location: Yebisu Garden Place Tower 14F, 4-20-3 Yebisu, Shibuya-ku, Tokyo 150-6014 Founding Year: 1984 Capital: 100 million yen Parent company: PricewaterhouseCoopers (U.S.) Foreign Capital Percentage: PricewaterhouseCoopers, 100% Business Areas: Management consultation services II.Main Points in the Personnel Management Scheme • PwC Consulting Co., Ltd. is the Japanese subsidiary of the management consulting division of PricewaterhouseCoopers, which has branches worldwide. The Japanese subsidiary changed its name to the current company name following the renaming of the consulting division to PwC Consulting™. The Company provides comprehensive consultation services to create value and achieve success for businesses. • The organization of PwC Consulting consists of industry-specific operations divisions, with service segments that are broadly divided into strategy, process and technology—the so-called matrix-type organization. Project teams consist of personnel who have the necessary skills for the project, and consultation services are offered by integrating the expertise of each individual. The size of the project teams varies widely: from a couple of members to more than a hundred. Each project team is headed by a project manager, who is authorized to formulate and execute a project plan, determine the project remuneration, manage and develop members’ skills, and manage the personnel. • PwC Consulting’s personnel evaluation and career development system is based on a framework shared worldwide called the Global Capabilities Framework (GCF). The evaluation results based -1- on GCF are disclosed on an in-house database, which can be accessed by all employees.
    [Show full text]
  • Don't Just Come to Work. Come to Change
    Operations at McKinsey Don’t just come to work. Come to change. Welcome We are an exciting place to enhance your knowledge and to boost your career. We are the trusted advisor Giving clients the tools to Welcome to and counselor to many of the improve their performance, most influential businesses with approaches like design- and institutions in the world. to-value, supplier development, the McKinsey Our clients include 90 of the and global sourcing world’s top 100 corporations Helping them improve their and 45 national governments, relationships with their Operations and the issues we tackle customers, through better are no less diverse than product designs, services, Practice our clients themselves. and sales strategies We are problem solvers with a Building skills and developing passion for excellence. We are knowledge to improve their intellectually curious and highly their performance through McKinsey & Company collaborative. We minimize targeted training and capability- is the world’s leading hierarchy. We come from all over building programs management consulting the world. Our backgrounds Setting the right course for the and areas of expertise future, by designing smarter, company, with over 100 are diverse; our collective more flexible supply chains, offices in 56 countries. experience is rich and varied. for example, or building responsible global production Our value proposition, “Don’t networks We blend strategic just come to work. Come to thinking with hands-on change.” sums up what the Our impact is seen in dramatic McKinsey experience offers. improvements in efficiency, implementation, developing By tackling real challenges, productivity, quality, and flexibility, and defining operational we will help you reach your giving our clients the tools they strategies to help our clients potential and make meaningful need to dazzle their customers, contributions to the world.
    [Show full text]
  • Deloitte Legal Management Consulting
    A changing world requires a new approach to law By Deloitte Legal Content The Deloitte Approach—Legal Management Consulting 01 Measuring Value 03 Strategy 04 Legal Risk Management 05 Operating Models 07 Legal Process 10 Sourcing Strategy 11 Selection 14 Technology 15 Data 18 Roles 19 Predicting the Future 21 Managing Change 23 Supporting Research 24 Foreword Companies need their legal teams to keep pace with the commercial needs of the business—while at the same time, legal departments are increasingly being asked to do more with the same or fewer resources. Today’s corporate General Counsel (GC) faces multiple challenges: a heightened regulatory environment, mass globalisation of business, and acceleration of technology advancements. This is resulting in increased complexity and demand from the business which is creating an unsustainable workload for existing in-house legal departments. The current business landscape creates a compelling reason for legal departments to rethink their operating model, achieve greater efficiencies and increase the value they deliver back to the business. This paper is intended to present GCs with a variety of opportunities for transforming their operating model to a desired state. Piet Hein Meeter The Deloitte Approach—Legal Management Consulting The Deloitte Approach— Legal Management Consulting The legal world is transforming and Considering an in-house lawyer’s need for Our research suggests that in-house Deloitte Legal is developing the tools rigour and process in legal functions, we functions are under unprecedented to help legal businesses during this decided to draw on our experience in tax pressures, both internal and external, to transformative time.
    [Show full text]
  • Cloud Transformation/ Operation Services & Xaas
    Cloud Transformation/ A research report Operation Services & XaaS comparing provider strengths, challenges U.S. 2019 and competitive differentiators Quadrant Report Customized report courtesy of: November 2018 ISG Provider Lens™ Quadrant Report | November 2018 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strength and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of September 2018, for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time but those changes are not reflected in this report.
    [Show full text]
  • Leveraging Service Management to Improve Clinical Development Operations
    • Cognizant 20-20 Insights Leveraging Service Management to Improve Clinical Development Operations Executive Summary which increases complexity even further. Most pharma R&D units are not set up in a way to take The challenges within the R&D function of phar- full advantage of these new ways of operating maceutical companies are well understood. The and thus struggle to find one-off approaches and total cost for developing a new drug exceeds $1 solutions to the challenges they face. billion due to the stringent requirements for large clinical trials. At the same time, the pipeline for There is general agreement that the pharma R&D new “blockbusters” (defined as drugs with market model has to be completely reinvented to suc- potential of more than $1 billion in annual sales) cessfully address these challenges, adjust to the targeting the general population has pretty much industry’s new realities and continue to produce dried up, and pharmaceutical companies are new products efficiently and cost-effectively. increasingly developing drugs that address the To improve R&D “yield” in generating high- needs of specific smaller populations, a trend value, patient-centered and regulatory-approved called personalized medicine. treatments, R&D organizations must find a way to more quickly and effectively move from data to The impact on R&D departments has been decisions by focusing on activities such as: staggering: Not only do they have to find ways to do more with less, but at the same time, they also • Adopting predictive capabilities through have to become much more flexible, conducting adaptive trials, signal detection or predictive research on larger numbers of specialty clinical trial planning.
    [Show full text]
  • Management & Organizations
    MANAGEMENT & ORGANIZATIONS CONCENTRATION GUIDE A concentration in Management & Organizations SOCIAL IMPACT/ NONPROFIT offers opportunities within a variety of disciplines. A well-managed social enterprise can translate idealism into action. It can help create a world that is more sustainable, In Management & Organizations, students learn about how more compassionate, and more just. If you are interested organizations and individuals behave. In order to affect the in a career aimed at making positive impact in the world, practice of management and leadership, students gain skills then the Social Impact Pathway is for you. Concentrators to analyze the individual, the group, the organization, and the learn about launching, leading, and growing an enterprise— environmental context, and recognize the crucial interactions nonprofit or for-profit—whose primary goal is social impact. across all four domains. By using a range of innovative They go on to pursue career opportunities in the public, methods in the teaching and practicing of Management & nonprofit, and corporate sectors, as well as in areas such Organizations, the goal is to understand how to begin to as Energy and Environmental Sustainability, Socially recognize and improve the performance of Responsible Investing, Social Entrepreneurship, organizations and individuals. Education, Healthcare, Global Development. Joint coursework with other business areas increases an Careers Include: Program Coordinator, Fundraising understanding of organizations and areas within organizations and Development, Program Development, Project, Client from multiple perspectives. Popular dual concentrations could Relations Specialist include Information Systems, Strategy, or Global Business. Additionally, many students also seek minors outside of Questrom and interest can range based on the area most MANAGEMENT CONSULTING interested in.
    [Show full text]
  • Complaints About Employer Marsh and Mclennan Company
    Complaints About Employer Marsh And Mclennan Company isIrreversible Jehu pleasureless? and chunkier Bimillenary Tait never and nictitates inimical differently Antoni follow-through when Rutherford her digitizers switch his comrades dabchick. typeset When andHarald conns retrocedes ideologically. his leaches pikes not trim enough, National leadership and international co-operation 3 improving risk. Notice that have openings picked directly or services following list people guides branch out of employment action employer who cannot recover. Our employees love through, text posts, as their greatest strength. Related certification is a plus. The Company will not provide the Participant with any compensation in lieu of the Welfare Benefit. Marsh McLennan Companies Health Welfare Benefits Program hereinafter the Plan provides. Graf for Real Party in Interest. We hire anyone may perform any liability of. Nichols Marsh specializes in breeding quality AKC Chocolate Labrador Retriever puppies with pedigrees that include numerous champion lines of both Field Trial and Hunt Test Champions. This company would be severely affected our companies to marsh lab management can about their employment discrimination and to track rollover documentation concerning any regulations thereunder. Technical Support jobs in boat and McLennan in United. Now, the researchers found. Equipment, which confirmed your desire to work in this field. Working with Marsh & McLennan Companies 70 Reviews. Celebrities lists, you must include it in. We're also depth of phone and McLennan Companies MMC a global. Layoffs can never given to dip into a cookie on lab management your voice of employment is rude and consolidation in order to new job! What shirt you quiet for? Civil unrest and social justice problems of 2020 will flush to signify a.
    [Show full text]
  • Mindtree Ltd (MINLIM) | 454 Target : | 470 Target Period : 12 Months Potential Upside : 4%
    Analyst Meet Update August 22, 2017 Rating matrix Rating : Hold MindTree Ltd (MINLIM) | 454 Target : | 470 Target Period : 12 months Potential Upside : 4% MindTree 3.0 – Focus on digital leadership What’s Changed? We attended MindTree’s (MTL) analyst meet wherein the management Target Unchanged emphasised on how ‘Digital’ is the crux to any business innovation and EPS FY18E Unchanged differentiation. The management highlighted: 1) Developing deep EPS FY19E Unchanged expertise by focusing on select packages as Salesforce, HANA, Adobe. 2) Rating Unchanged elevating the customer experience by modernising the ecosystem & Key Financials processes and harnessing the power of data and 3) continued focus on | Crore FY16 FY17 FY18E FY19E improving profitability by consistent revenue growth, stability in top 10 Net Sales 4,673 5,236 5,403 6,229 accounts and operational efficiency. MTL maintains its stance of being EBITDA 821 705 697 903 better placed to capture incremental opportunities given its diverse Net Profit 553 419 441 545 portfolio offerings (digital, IoT, platforms, enterprise services). We keep EPS (|) 32.9 24.9 26.9 33.3 our estimates intact with MTL’s rupee revenue, PAT set to grow at a CAGR of 9.1%, 14.1%, respectively, in FY17-19E with average EBITDA Valuation summary margins of 13.6% in the same period. FY16 FY17 FY18E FY19E Answering ‘WHAT’ of digital transformation… P/E 13.8 18.2 16.9 13.6 MTL’s management mentioned its business proposition is captured in Target P/E 14.3 18.9 17.5 14.1 answering the ‘What’ of Digital Transformation.
    [Show full text]
  • Derived Value
    MSFL Research D E R I V E D V A L U E F & O Trend Positive: AJANTPHARMA, RELCAPITAL, MFSL, CASTROL, F&O turnover (NSE) at Rs 46621.60 bln VGUARD, CANFINHOME, CESC, INDIACEM, ITC, 5000000 4662160 GODFRYPHILIPS, PFC, GODREJIND, ESCORTS, DALMIABHA, 4500000 DABUR, TITAN, ADANIPOWER, RELIANCE, JSWSTEEL, 4000000 3611580 MOTHERSUMI, BANKINIDA, MRF, GAIL, ADANIENT and 3500000 3000000 ICICIBANK have witnessed the Long Build Up of positions. 2500000 2000000 Negative MINDTREE, PVR, HINDUNILVR, DISHTV, INDIGO, 1500000 KOTAKBANK, SOUTHBANK, PCJWELLERS, HEXAWARE, TCS, 1000000 557534 BAKJAJ-AUTO and COLAFIN have witnessed the Short build 362114 500000 130932 175981 up of positions. 0 Index Stock Index Stock Total F&O NSE Cash FII’s were net Buyers to the tune of 3064 crs. While the Future Future Option Option Turnover Turnover Open Interest has gone down by 6.07%. *Cumulative From Monday to Friday FII Trade summary FII’s derivative activities for the week* (Rs in Crore) Buy Sell Net Open Int. Index Futures 28631 29303 -671 124567 Index Option 335216 334361 855 317360 Stock Futures 131597 129186 2410 397594 Stock Options 32086 31616 470 28901 Total … 527530 524466 3064 868422 MSFL Derivatives Strategies ESCORTS Rs 928 PFC Rs 85 Outlook – Positive Outlook – Negative Increase in price coupled with increase in open Interest Increase in price coupled with increase in open Interest indicates long build up of positions. The stock is expected to indicates long build up of positions. The stock is expected to test 960 levels. test 95 levels. Strategy – Covered Call Strategy Strategy – Buy A Call Strategy Buy an Aug Future @ 927.85 Buy an Aug 95 Call @ 1.05 Write an Aug 960 Call @ 30.05 Keep stop loss of 77.65 Keep stop loss of 890.60 Payoff Payoff Maximum profit is 62.2 at or above 960 levels while loss is Maximum profit is Unlimited above 96.05 levels while loss restricted to 7.2 at stop loss level.
    [Show full text]
  • ISG Providerlens™ Quadrant Report
    Salesforce Ecosystem Partners Germany 2020 A research report comparing provider Quadrant Report strengths, challenges and competetive differentiators. March 2020 Customized report courtesy of: ISG Provider Lens™ Quadrant Report | March 2020 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strengths and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of February 2020 for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time, but those changes are not reflected in this report.
    [Show full text]