Stockrabit · Analysts
Questions across 15 calls

Tejas Shah

Avendus Spark Institutional Equities

Lenskart Solutions Limited

Lenskart Solutions Limited CC-Feb26.pdf · 2026-02-11
Hi, Peyush and team. Thanks for the opportunity and congratulations on three crowns, strong numbers, a very well drafted newsletter, and more importantly, giving us time to read the letter before the call starts. So , first question, you have highlighted a couple of times on the call as well that eye test, the first one is actually very crucial for us. So , 49% of eye tests were first time this quarter. As you go deeper into Tier-2 cities or even spread wider, are you finding that the cost of reac hing the next wave of first-time customers going down or is it remaining steady with the with the infrastructure that we have created?
Perfect. Thanks. Thanks for that answer. Second question, Peyush you called out in the newsletter also that we are entering the compounding phase and mid to long-term margin expansion is embedded in the business model now. So , the way you gave us lens to think about market share, referring to certain industries where it is, we don't have a peer here, at least comparable at our scale. So how should we think about that? At what point the trade-off of margin versus reinvesting bac k in growth actually comes to surface and you say, okay, this is a ceiling for now and let us reinvest for the growth?

Aditya Birla Lifestyle Brands Limited

Aditya Birla Lifestyle Brands Limited CC-Feb26.pdf · 2026-02-03
Hi, thanks for the opportunity. Sorry if I'm repeating the question, but I logged in a bit late. Can you provide some regional color on the Lifestyle Brand performance? Specifically, are we seeing any demand pressure in urban IT heavy markets, let's say Bangalore, Hyderabad, Pune?
Perfect, very assuring. Again, Vishak, you spoke about the Lifestyle portfolio. Lifestyle portfolio has a very strong loyal base of customers, but the growth is moderating and it's actually, the answer is there. It says that it's a very mature portfolio. Actually, the size is huge in terms of both distribution and in the absolute number. So what are the biggest or where are the bigger white spaces? Is it new formats, locations, geographies that can actually help us to go into, let's say, double -digit growth sustainably and not this just one or two low-base, high-base kind of triggers?

Page Industries Limited

Page Industries Limited CC-Nov25.pdf · 2025-11-13
Just a question on the growth issue that -- if you have to call it an issue, we have been kind of fighting with. Just wanted to know, when you look at from the lens of consumer and then at least on EBO, we can perhaps gather some data. And if you have -- if you can help us, has our customer age profile changed in the last 10 years, let's say, the consumer that we were -- we had 10 years back, they are still continuing, but we are not able to attract new generation? Or it is actually just that -- in that cohort, we are still doing well, but somehow the throughput is not increasing per customer?
Yes. And second, if we have to look at it and now since we have also agreed this issue from the lens of regional perspective, are there any states or regions where our market share is actually much under-indexed versus our national average where we can put in some more effort? Or it could be from a channel perspective also, which could be slightly easier to solve and trackable for us also. So any insights there?

Emami Limited

Aditya Birla Fashion and Retail Limited

Aditya Birla Fashion and Retail Limited CC-Nov25.pdf · 2025-11-05
Three questions. All 3 on Pantaloons. So first, Sangeeta, you partly answered on the previous question that the new brand entity, what it brings to the table. But I just wanted to know that -- I'm sure we would have done some brand perception study before kind of doing this exercise. So, what was the gap of feedback that we found in the study that led us to do this massive revamp? And as you also called out that the first time in history, we are hiring a brand ambassador as well. So first, I wanted to understand what was the feedback where the brand was lagging versus consumer perception?
And what percentage of our network would be kind of representing this new ethos of the brand? And I'm assuming you would have done a controlled launch also in a particular region. So, where we have done that launch? And are the numbers in that territory kind of giving us this confidence that if we roll it out pan-India, we will have a similar number?

Bata India Limited

Bata India Limited CC-Dec24.pdf · 2025-02-12
Hi, Gunjan. Thanks for the opportunity. And first of all, thanks for sharing more insights and improving transparency quarter after quarter. So, first question is the 17 stores that we have migrated to zero-based merchandising. Apart from the NPS improving, which you spoke about, which is a subjective outcome, revenue per square feet has just improved by 7%. Seven is now a good number looking at macro construct. But the kind of base that we have in some of those stores, I am assuming, with the kind of servicing that we are improving, would you have a higher goal seek in such effort?
Got it. And then zero-based merchandising, is it similar to theory of constraint, or is it different from that?

Pidilite Industries Limited

Pidilite Industries Limited CC-Dec24.pdf · 2025-01-23
Hi, Bharat. Hi, Sudhanshu. Sir, consumer and bazar growth has been kind of in single digit for the past 7 odd quarters. So, for a strong, relatively inelastic portfolio like ours, do you think that mild inflation supports value growth without significantly sacrificing volume? Or you prefer the line inflationary environment where volume growth is fine, but we are not able to cross that hurdle of double digit value growth?
Sure. Sir, second, one hallmark of our strategy for the last couple of years has been our commitment to distribution expansion, especially in semi-urban and rural areas. So, any guidance how much we can actually grow further there and when I see our effort on that side and the growth, is it that despite putting so much effort on distribution we have Investor Relations - investor.relations@pidilite.co.in CIN: L24100MH1969PLC014336 reached where we have reached and otherwise the underlying situation would have been much worse if we would not have done this?

Swiggy Limited

Analysts/Institutional Investor Meet/Con. Call Updates Swiggy Limited has informed the Exchange about Transcript of the Earnings Conference Call for Analysts and Investors conducted on December03, 2024 · 2024-12-03
Hi, team. Thanks for the opportunity. Congrats on a good listing. Just one question pertaining to Quick Commerce. The nature of the recent fund raise by the competitors suggest that perhaps the Quick Commerce model is gradually opening up or gravitating towards inventory ownership model. So first of all, how do you assess the shift and how do you perceive threats and opportunities in this model, if at all, if we have to participate?
Perfect. Very clear. Thanks and all the best.
Swiggy Limited CC-Sep24.pdf · 2024-12-03
Hi, team. Thanks for the opportunity. Congrats on a good listing. Just one question pertaining to Quick Commerce. The nature of the recent fund raise by the competitors suggest that perhaps the Quick Commerce model is gradually opening up or gravitating towards inventory ownership model. So first of all, how do you assess the shift and how do you perceive threats and opportunities in this model, if at all, if we have to participate?
Perfect. Very clear. Thanks and all the best.

Titan Company Limited

Marico Limited

Marico Limited CC-Sep24.pdf · 2024-10-29
Saugata, with all the major FMCG companies flagging off an urban slowdown and at the other end, quick commerce guys are again, which are heavily indexed to urban demand are showing strong growth. So, just wanted to check if our saliency in the quick commerce channel is as high as GT and the slowdown observation is not the outcome of key channel which is GT losing market share and overall urban demand shift that we are witnessing.
Second, just one small observation. If I look at our employee cost as a percentage of sales, it has increased from 6.5 roughly that run rate pre-pandemic to now 8% this quarter. Does this suggest that the incremental growth or the nature of growth that we are chasing demands higher, very different kind of talent, so employee cost will remain at elevated level versus what we saw pre- pandemic level?

Sapphire Foods India Limited

Avenue Supermarts Limited

United Breweries Limited

United Breweries Limited CC-Jun24.pdf · 2024-07-26
My question largely pertains to the point that you made on how government, especially state governments, taxes have increased pre-COVID versus now. And just referring to the recent change, which is post 4th June, it seems that the political mood is driftin g towards more aggressive populism in state government budgets also versus, let's say, what was expected to be more pragmatic, let's say, a year back. So just when you guide or when you make business plan, how much of this volatility you have already factored in or you are taking as it comes and there is no way you can kind of accommodate that in your planning?
Thanks for an honest reply. Just 1 follow -up. In the last quarter, you had highlighted some collection issues in one of the government, state governments. Any update on the same?

Zydus Wellness Limited

Zydus Wellness Limited CC-Sep23.pdf · 2023-11-06
My first question is on, if you can disintegrate growth for the quarter in terms of volume, value and all, so if y ou can give qualitative indication of which brands actually did better than the Company average and which did relatively poorly?
Second question pertains to Sugar Lite, you called out the litigation disrupting the business for a while, so j ust wanted to understand what percent of total turnover comes from that which would have got impacted this quarter and any visibility, I understand it is under litigation, so any ballpark visibility that you can give in terms of and by when do you expect t o see the back of this crisis?