EQUITY RESEARCH REPORT (HUL) FMCG SECTOR INDIA OUTLOOK The burgeoning middle class Indian population‚ as well as the rural sector‚ present a huge potential for this sector. The FMCG sector in India is at present‚ the fourth largest sector with a total market size in excess of USD 13 billion as of 2012. This sector is expected to grow to a USD 33 billion industry by 2015 and to a whooping USD 100 billion by the year 2025. This sector is characterized by strong MNC
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EQT Chapter 11 Technical analysis * Relative strength approach where recent performance is presumably continued into the future * Resistance levels / support level where many investors have taken up positions and therefore have as a baseline reference under/over which they are not willing to trade. May also relate to absolute numbers such as 100 * Weak-form EMH implies that technical analysis is of no use * Technical analysis is highly self-destructing‚ as fortunate strategies
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0DQXVFULSW &RPPRQ/LQNV&OLFN+HUH7R’RZQORDG The road map for private equity‚ venture capital and hedge funds in Mexico. Alternative assets as an accelerator of credit to firms in emerging markets Roberto Charvel Managing Partner at Vander Capital Partners and Professor at IPADE roberto.charvel@vandercp.com +(52155) 5408.0598 Campos Eliseos 405 Col. Polanco 11560 Mexico DF‚ Mexico Do well functioning stock markets and banks promote long-run economic growth? This is the way that Levine
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IT Sector Equity Research Report January 14‚ 2011 IT-Tier 1 IT Services THEMATIC Humpty Dumpty sat on a wall… Analyst contact Ankur Rudra‚ CFA Tel: +91 22 3043 3211 ankurrudra@ambitcapital.com Tier 1 Indian IT firms have outperformed the Sensex by 14% over the last twelve months and are trading at ~20x FY12 P/E. Such share prices imply long term revenue growth rates >20% over FY11-16 and sustained margin performance. Our reverse DCF analysis indicates that this will be tough to
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STUDY ON PRIVATE EQUITY IN INDIA AND ANALYSIS ON PRIVATE EQUITY INVESTMENTS” SUBMITTED BY SUBHASH KONA ROLL NO: 10138 Date: 9th October 2010 A REPORT ON “A STUDY ON PRIVATE EQUITY IN INDIA AND
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competition or star power. Emotional benefits: pride for having a premier football team from your city/country. Self-expressive benefits: Being part of a community; being able to associate themselves with winners. 2) Using the Aaker model of brand equity‚ do an analysis of the Real
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Reported PAT | 61‚624 | 74‚184 | 88‚423 | | yoy growth (%) | 23.6 | 20.4 | 19.2 | | EPS (Rs) | 7.9 | 9.4 | 11.2 | | P/E (x) | 42.5 | 35.7 | 29.9 | | Price/Book (x) | 13.9 | 11.9 | 10.4 | | EV/EBITDA (x) | 30.5 | 25.3 | 21.1 | | Debt/Equity (x) | 0 | 0 | 0 | | RoE (%) | 35.5 | 36.1 | 37.1 | | RoCE (%) | 49.1 | 49.7 | 51.1 | | * Revenue grew by ~19% yoy to Rs81.8bn‚ driven by cigarettes ‚ Other-FMCG and agri segments. Cigarette volumes grew by ~3% yoy. * EBIT margins expand
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TERM SHEET FOR POTENTIAL EQUITY INVESTMENT IN [NAME OF CORPORATION] / AND STRATEGIC ALLIANCE This term sheet summarizes the principal terms with respect to a potential private placement of equity securities of [NAME OF CORPORATION] (the “Company”) by [NAME OF INVESTOR] (“Investor”) and related strategic alliance. This term sheet is intended solely as a basis for further discussion and is not intended to be and does not constitute a legally binding obligation. No legally binding obligations
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Cross-Border Mergers and Acquisitions: The Role of Private Equity Firms Mark Humphery-Jenner University of New South Wales Zacharias Sautner University of Amsterdam Duisenberg School of Finance Jo-Ann Suchard University of New South Wales This draft: July 2012 Abstract: We study the role of private equity firms in cross-border mergers and acquisitions. We find that private equity-backed firms are more likely to become targets in crossborder M&A transactions. This effect is particularly
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“Outline the main features of the current reforms to the NHS based on the 2010 White Paper “ Equity and Excellence: Liberating the NHS.” Review the reasons for the main proposals in this White Paper.” The NHS trust underwent a major organisational change to improve flexibility and responsiveness to patients ’ needs. Although organisational change was beneficial to the patients‚ issues of power and control‚ ownership‚ gender and communication became predominant within the organisation. As
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