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Questions across 2 calls

HARSHIT PATEL

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Triveni Turbine Limited

Triveni Turbine Limited CC-Feb26.pdf · 2026-02-04
Hi, thank you very much for the opportunity. Firstly, based on the market conditions in your end-use industry domestically, namely steel, cement, sugar, pharma, chemicals, etc and based on your current enquiry book level, what kind of orders growth you expect to register in fourth quarter, as well as for the full year, FY 2027 from the domestic market?
Understood. Secondly, can you share an update on the orders received and the outlook for the new solution that we have introduced this year, mainly CO2-based heat pump, as well as Mechanical Vapor Recompression (MVR) compressors?

Elgi Equipments Limited

Elgi Equipments Limited CC-Nov25.pdf · 2025-11-13
I thank you very much for the opportunity, Sir, firstly you have mentioned that we have had a challenging first half in Europe and you have also talked about certain mitigation strategies. So, are we confident about a recovery in the second-half and also in the case that the end markets don't improve over there, how do we plan to conduct our operations given that we have invested quite a lot towards fixed cost in that region over the last 6-7 years? OK, So fair question. So, we are planning on the basis that the second-half will be roughly similar to the first half even though our performance towards the end of the second quarter was actually better than the prior months, so but we're not taking that in, we are assuming it will be at the same levels. So, what we have done is really gone back and cut deeply on some of our costs and resized the organization to the most realistic level of revenue considering our experience in the last 1.5 years. So those costs are going to be taken out during the rest of the quarters of this year, but we will not see an immediate P&L impact because there is a certain, you know, cost of letting people go and you know, the resettlement Costs are going to be involved. So even though there will be a significant reduction in people cost, there will be the exit cost that will be there. So next year we will be starting the organization at a much lower cost structure. So that's on the cost side. We need to grow our top line to be able to recover the investments that we have made in Europe so far. And that is where I said the current strategy that has taken us to a 3% to 4% share of the European market is not going to take us to, let's say, to go to 6%, 7% share of the US market and we are looking at what should be the revised go to market strategy for ELGi in Europe, similarly in the US as well. But focusing on Europe, we believe that a hybrid model of going direct in partnership with distributors is going to get us, put us more often in front of the customers and we have found that when we are in front of the customers, we win, right. So that's really the goal that we're working on. We are not going to increase any cost because of doing that within the existing cost structure. We are going to try and leverage a different strategy so that we are able to improve the top line.
Understood. Is this model would be more similar to what we are already doing in the North American market where we take the control of the distributorship?