Stockrabit · Analysts
Questions across 44 calls

Arun Prasath

Avendus Spark

Deepak Nitrite Limited

Deepak Nitrite Limited CC-Mar25.pdf · 2025-05-29
So first, Maulik, just coming back to the technology part on our phenol polycarbonate integrated project. You said bisphenol is in the final stages, but have we finalized for the new phenol acetone complex? Or is the technology licenses finalized or we are just continuing with the existing one that we have?
Okay. All right. And also , you said that from the polycarbonate project, the anchor customers' expected demand is very healthy. So, can you indicate what percentage of our overall polycarbonate capacity this anchor customers expected demand would represent?

Gujarat Fluorochemicals Limited

Gujarat Fluorochemicals Limited CC-Mar25.pdf · 2025-05-27
Sir, first question is on the -- once again, Battery Chemicals, EV materials. So we have kind of indicated INR1,200 crores of capex in '26 . Of that INR 1,000 crores will be from the fund infusion and rest of the INR 200 crores from the internal accruals. So this INR 200 crores is the operating cash flow generated by the EV business? Or it is leftover infusion from the previous years? How should we see this?
No, sir, we have mentioned it is self-funded. Rest of the capex will be mentioned is self-funded by EV business. That's why the question is.
Gujarat Fluorochemicals Limited CC-Sep24.pdf · 2024-10-29
First question is on this production stoppage of this large customer, where we are confident that the fluoropolymer segment will grow. My question is how do you get this confidence that -- so we have other competition also will be running. So do you think that the redistribution of this volume to the remaining players will be in a fairer manner? And what kind of a fair share that you are expecting from this stoppage?
So going by what you said, we are expecting a fair share of 33 percentage on this player's volume, is the right target?

PVR INOX Limited

PVR INOX Limited CC-Mar25.pdf · 2025-05-12
My question is on the asset-light models. So we have signed around 11 cinemas and management contracts and 12 i n asset -light model. So based on this, can you explain us what kind of developers are going for management contract and what kind of developers are going for asset light? Is there any commonality about this geography -- geographically or the size of the developer? Some light on this will be helpful.
Sorry, I didn't understand this leverage part, can you just explain?
PVR INOX Limited CC-Dec24.pdf · 2025-02-06
Yes, good evening, Arun Prasath from Avendus Spark here. Thanks for the opportunity. So, continuing the discussion on the asset-light model, can you just throw some light on how does this framework work from our perspective? I mean, if you are opening say 100 screens. What you will do it for the, what you opt for FOCO model and what you will opt for the asset-light model? And which one will you be completely putting 100% of your CAPEX? Or is it left to the, option is left to the developer, or do we have some say in this ? So, can you just help us understanding this, this framework? How do we distribute the new screen buckets among these, these 3 buckets?
So, I was asking slightly a different question. Say you have, you want to do, go for a management fee model versus, where the developer has to pitch in say 50% - 60% CAPEX. So, between these two say given a location, do you have anything say on this or the developer comes out and says that, okay, I want to put 100% CAPEX. No, I will only be putting…..
PVR INOX Limited CC-Sep24.pdf · 2024-10-15
My first question is on the F&B spends. If you look at this metric for last four to five quarters, we are more or less -- this number is more or less stable. So have we reached kind of a maximum that we can extract out of the footfalls via the -- without the price increase? Is it -- from here the way forward is only the price increase? Or how we should think about it on this line item?
Okay. Understood. Fair enough. And secondly, the capabilities of closing of the non-performing screens. Can you help us understand -- obviously we will be closing only if, say it’s -- obviously for the malls, which are dilapidated, you will be closing no matter what is the rental is. In those cases where the closure is because of the mall is good, but you closed it because of the non - performance, that part of the operation is that closure is done or still it is an ongoing process?
PVR INOX Limited CC-Jun24.pdf · 2024-07-22
My first question is on the fixed opex. If you look at it on a per screen basis, despite sequentially, we had a lower top line. Our fixed expense on a per screen basis almost remained the same. Is there any -- ideally some kind of a revenue share impact woul d have resulted in the lower revenue and also on CAM it's slightly higher. Just wanted to understand what's happening out here.
Okay. Just to understand, you're saying the escalation is around 2%, 2.5%. And some of the old screens -- sorry?
PVR INOX Limited CC-Mar24.pdf · 2024-05-14
My first question is on the screen closure that we are talking about 70 screens. And we are also in the process of renegotiating the rentals with the existing screens, which are coming up for renewal. So putting this together -- putting these statements together, can we say that only where you are not able to renew the rentals, you are closing? Is it the statement -- a fair assumption to make?
Right. Great. But last time we spoke, I think last year, there was a comment that you have identified all such screens and this year, there will not be suc h closures. Is it the becoming a n ongoing exercise or your threshold for shutting the malls is also has gone down? I'm just trying to understand. Because obviously, there is a dead investment, you can't recoup some of the investments, which are made in these screens. So how should we think about it?

Affle 3i Limited

Affle 3i Limited CC-Mar25.pdf · 2025-05-12
Good morning everyone. Thanks for the opportunity. Anuj, my question continues on the gaming vertical. Ever since we acquired YouAppi, the growth delivered by the Developed markets is higher than the E merging Markets. So this kind of gives us a sense that gaming has played a huge role, which is what you have also acknowledged? But does it also mean that in the emerging markets, the gaming is either not such a big vertical or we are yet to use the full might of the YouAppi platform in the emerging markets , and that gives us some kind of a growth potential going forward? Is it the right way to think about it?
Ballpark, what is our exposure to the gaming vertical overall at this point of time?
Affle 3i Limited CC-Dec24.pdf · 2025-02-10
Anuj, my first question continues with the previous participant's discussion. So what I infer was that in emerging markets, probably there are some pockets of challenges in collecting money and hence you let go of those business or chose not to take the business, and hence, in the emerging markets, growth is lower than the developed markets. Is this the right takeaway from your explanation?
Anuj, thanks, that's already a broad explanation, but I just wanted to double check on the disparity - I mean slightly better growth in developed markets versus emerging Markets. Is there any single driver that you would like to point out, say, a certain verticals doing well or certain geographies doing well, which is not doing well probably in emerging Markets?
Affle 3i Limited CC-Jun24.pdf · 2024-08-05
My first question is related to the cost side. On gross margin front, we have seen the days where we had around 48%-50% gross margin. Even until recently before the Jampp acquisition, we had around 41%-42%. Is it in our plans any time, say, in next couple of years, to be coming up to that kind of a margin level or this is the new normal, especially given that we are focusing on premium ? I assume the premium means eventually you will have better margins as well. So, is it something which is in your business plan, Anuj?
Anuj, you touched upon this investment part, but it's been always the case, right? I mean, it's not like something new to our business. So is this also possible because your competition is probably lowering the prices and hence, probably we will have to respond to that. Can we infer it as that as well?

Aarti Industries Limited

Aarti Industries Limited CC-Mar25.pdf · 2025-05-08
Good evening. Thanks for the opportunity. Suyog, the first question is on the impact of the current crude prices on the MMA. So, I understand that probably our realization will also go down as the crude price comes down, but what will happen to the spreads, especially the gasoline naphtha spread? Historically has it come down and will that also have impact on the MMA margins that we will be realizing?
But directionally, the spread increases on the lower crude price, is it a short term event and it will revert to the mean or the medium term, is it the right understanding?

Clean Science and Technology Limited

Clean Science and Technology Limited CC-Sep24.pdf · 2024-11-07
Siddharth, thanks for the opportunity. My two questions, first on the -- our trad itional Performance Chemicals business like MEHQ and BHA. You said on the -- you said on a Y-o-Y basis, it's primarily volume-led growth. On a sequential basis also is it a volume-led growth?
Okay. Because I'm just wondering because in Q2, now price sequentially went up by 7 percentage, 8 percentage, which means that we have not increased price in MEHQ and BHA and other traditional products? We are not able to...
Clean Science and Technology Limited CC-Dec23.pdf · 2024-02-03
Siddharth, my first question is on the -- once again on the China. Generally , we get the commentary that Chinese volumes and exposure once again back. And -- but in our portfolio, that's the exposure the Chinese kind of halved, what you said around 40%, 45% is now way lower than that. Is it the result of the Chines e capacities coming up there? Or do we plan to get back those volumes? A little bit of commentary on this will be helpful.
Okay. So our volumes in China remains absolutely the same level, not -- maybe visitors in '21 levels, it has remained the same.

Zee Entertainment Enterprises Limited

Zee Entertainment Enterprises Limited CC-Jun24.pdf · 2024-07-31
My first question is, again, once again touching upon this competitive intensity. So, Punit, you mentioned how you are prepared. So, competition, especially the bigger one that we are talking about can basically hurt you on three avenues, one is on the advertising, they can reduce the rates, or they can dominate or they can play more efficiently on distribution , and third is on the content and talent. Out of these three, which one you are most worried about actually? Obviously, you will have confidence to tackle all this, but according to you, which one do you think they can play bigger in any of these avenues?
Mahesh, I think from what you have said, I can infer is that distribution is where probably you will have a tough fight. But the fundraise does not solve or even help you in fighting in that avenue. So, once again tying back to the fundraise, it is not very clear how the three problems, the three avenues, how the fundraise will solve any of this issue. Maybe it will create a buffer . B ut beyond that, any expectation from the fundraise, how it will help you in addressing these issues?
Zee Entertainment Enterprises Limited CC-Mar24.pdf · 2024-05-17
Punit, in your opening remarks and also subsequently, you emphasized a lot on the industry consensus when it comes to pay TV growth industry consensus. I understand it's between broadcasters, DPOs and as well as the regulator. Do you find at this point of time, there is a consensus or there is some difference in opinion, especially with the broadcaster who is looking to grow and who is likely to get merged and become bigger?
Okay. So, I'm trying to understand whether this pricing that we have kind of benefited from this, can this be repeated every year? Or will it be more like a once in 2, 3 years exercise? How is that thought process going at this point of time?