For 25 years, RAMINFO has been the digital transformation partner of choice for governments and companies. We started out as an innovative provider of e-Governance solutions at the dawn of the IT revolution. Our eSeva services are widely acknowledged as a game-changer in delivering citizen services. Over the years, we have expanded our portfolio to work with clients in sectors as diverse as government, fintech, healthcare, energy, IOT Analytics & Engineering services.
RAMINFO’s solutions embrace complexity and scale. We work for some of the largest governments and private-sector companies. Our solutions have enabled $10 billion worth of transactions so far. A quarter of India’s citizens are covered by our services. Our Understand—Develop—Deploy—Maintain approach helps us co-create innovative solutions by working closely with clients. We combine industry, design, technology and regulatory expertise in a consultative manner to deliver cutting-edge solutions that add value from day one.
The RAMINFO way
We started as pioneers—and stayed that way. Our eSeva, MeeSeva (AP & Telangana), Suvidha (UP) and other e-Governance Servicesshook up the e-Governance space in India. It was praised for its innovative use of technology to transform public services. Two decades later, the solution is still considered a challenging benchmark to beat. The same is true of our other solutions. Our unremitting focus on continuous innovation ensures that our solutions are at the forefront of technological excellence. When it comes to performance, we set the standard.
RAMINFO is launching a ground-breaking service titled Digital Gram Prathinidhi (DGP) that enables e-Governance, G2C, G2B, B2C Services at the citizens’ doorstep. We rolled this in Andhra Pradesh and we have plans to take this to other states across the country. As part of this novel initiative, a dedicated digital representative for a village will help people receive government services from the comfort of their home. This initiative will also improve digital literacy and create much-needed employment in rural areas.
We also believe that technology should adjust to the structure of client’s organization —not the other way around. We invest a lot of time in understanding the client environment and key actors to deliver solutions that are flexible and easy to use. As a SEI CMMi Level 3 and ISO 9001:2015, we follow comprehensive quality and sustainability processes. More importantly, we seek to push the frontiers of excellence in everything we do and that helps us remain competitive.
A brighter future ahead
We began operations in the age of the dial-up internet. Today, with new technologies like 5G, IoT, big data analytics, artificial intelligence and cloud are making new things possible—things that we could not have imagined 10 years ago. RAMINFO wants to ride this new wave of innovation to develop next-generation solutions for clients. We have always focused on developing capabilities internally and our 250-plus employees are constantly skilling up to take advantage of the new technologies.
We want to apply the power of disruptive technologies to solving the most pressing challenges of our clients. We have built close working relationships with our clients, which we are leveraging to grow organically. RAMINFO has plans to expand our footprint to 15 states from 7 currently. The company will enter new verticals like IoT, Engineering Services, Energy, Point of Care & Diagnostics Solutions. Our goal is to become a top 5 mid-size technology company in the next 3 years. As our clients look to benefit from rapid technological change, we believe that our expertise will remain indispensable in their transformation journey. Listed on the Bombay Stock Exchange as RAMINFO(Scrip: RAMINFO, Code: 530951)
A brighter future ahead
RAMINFO is led by a talented leadership team with experience that represents a perfect balance between entrepreneurship, consulting and technology. Our board provides regular oversight and ensures that we follow world-class corporate governance practices.
My View : Buy in Small Quantities of Shares Take Small Risk . I personally Hold Some Shares.
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
Markets Are in Correction Mode Lets Wait For Some more time for Better Understanding .
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
A 200-day Moving Average (MA) is essentially the normal Closing Price of a stock throughout the most recent 200 days. Moving midpoints fluctuate in their length relying upon the reason they are utilized for by stock merchants. Moving midpoints are pattern pointers of value conduct throughout some time. This normal is utilized to consider value conduct over the long Term.
Traders utilize the pattern marker to sift through the 200-day moving normal stocks. That is stocks that are in a general sense solid from the ones that are definitely not. On the off chance that a stock has performed well over the moving normal over this period, odds are it has solid essentials which have kept the costs light. Likewise, the quantity of organizations performing over their moving normal of 200 days shows a market’s monetary wellbeing and dealer feeling.
Moving Average pattern line can likewise give the dealers key value levels that have not been penetrated at this point. Costs would normally avoid prior to penetrating the moving normal except if there is a solid trigger. So the moving normal bends over as a solid help and obstruction level. For instance, when the 200-day MA pattern line is moving upwards, merchants will go long when costs redirect off the pattern line that bends over as the degree of help. Here the merchant would trust that costs have reached as far down as possible and now costs are probably going to rise, given the upward pattern. In any case, when the pattern line rises upward too strongly, merchants may accept that as a signal for a pattern inversion in the close to term. Also, when there is a sharp descending pattern, it might flag a reaching as far down as possible of costs as well.
Picking too short a term of a moving normal can prompt loss of chance for the brokers as the stop misfortune might be set off before costs can possibly rise or fall further. Transient moving midpoints are utilized to look at if costs are losing steam as they screen momentary value developments.
Simple understanding : long Term Investors & Short Term Traders can buy at 200 DMA Prices & Can Get Good profits .
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
Markets controller The Securities and Exchanges Board of India has put out a far reaching structure to manage specialized glitches at Market Infrastructure Institutions (MIIs).
According to an assertion delivered by the controller on February 25, MIIs gritty underlying driver examination to SEBI in a period bound way after due screening by the Technology Committee and Governing Board of the MII.
This report will be put before the Technical Advisory Committee (TAC) of SEBI, which comprises of prominent academicians and technocrats.
The system proposes an observing component for guaranteeing remedial activity alongside suitable punishment any place justified.
Aside from this, the controller said that it would take all vital measures to guarantee correction of the hidden causes including tending to institutional lacks.
“Perceiving the significance of Business progression, MIIs are needed to do live exchanging from catastrophe recuperation site for 2 sequential days like clockwork separated from leading quarterly debacle recuperation drills,” it said.
SEBI has looked for a report from the National Stock Exchange (NSE) on closure of exchanging at the trade on February 24.
Exchanging at the NSE was ended for a significant part of the day today following a specialized glitch.
The capital business sectors controller had before forced a punishment of Rs 50 lakhs on the trade because of a few specialized glitches. SEBI has an arrangement to repay financial backers for misfortunes because of specialized glitches. Notwithstanding, the technique for remuneration is yet to be concluded.
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
NSE glitch features The National Stock Exchange (NSE) confronted a specialized glitch because of which it needed to end exchanging on Wednesday. The benchmark Nifty 50 didn’t refresh since 10.08 am. The list was subsequently restarted at 3:30 pm, when advertises commonly close, and exchanging continued for an additional hour and a half till 5:00 pm .
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
After differentiated aggregate ITC documented an argument against CG Foods (India) of Nepal-based Chaudhary Group, charging it of copyright encroachment and passing off on account of Sunfeast Yippee! Wizardry Masala noodles, a business court in Bengaluru has requested a transitory directive against the firm from assembling and selling its Wai X-Press Noodles Majedar Masala in India.
ITC documented the suit against CG Foods last Saturday for perpetual directive and pay, among others, claiming that the last has “deliberately and unscrupulously” replicated its unmistakable bundling, exchange dress and creative work of Sunfeast YiPPee! Sorcery Masala by encroaching the copyright and to pass off Wai X-Press Noodles Majedar Masala.
Passing the ex parte brief directive, the business court in Bengaluru on Tuesday said, “Kindly to give a request for transitory order limiting the respondent… from in any way, encroaching the copyright of the offended party in the bundling of Sunfeast Yippee! Wizardry Masala noodles until the last removal of this suit on the benefits in light of a legitimate concern for equity and value.”
ITC has recorded a body of evidence against CG Foods for copyright encroachment and a directive request has been gotten. A mail shipped off the Chaudhary Group went unanswered till the hour of going to press.
YiPPee Noodles presently have around 23% piece of the pie in India. In the wake of announcing its second from last quarter results recently, YiPPee-Noodles kept on account solid development. “The Branded Packaged Foods Businesses conveyed a versatile execution driven by solid development in Noodles, Snacks, Spices and Dairy classifications.
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk. He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
History Of Company : The history and growth of Hindustan Aeronautics Limited is synonymous with the growth of Aeronautical industry in India for more than 79 years.
The Company which had its origin as Hindustan Aircraft Limited was incorporated on 23 Dec 1940 at Bangalore by Shri Walchand Hirachand, a farsighted visionary, in association with the then Government of Mysore, with the aim of manufacturing aircraft in India. In March 1941, the Government of India became one of the shareholders in the Company and subsequently took over its management in 1942. In collaboration with the Inter Continental Aircraft Company of USA, the Company commenced its business of manufacturing of Harlow Trainer, Curtiss Hawk Fighter and Vultee Bomber Aircraft.
In January 1951, Hindustan Aircraft Limited was placed under the administrative control of Ministry of Defence, Government of India.
The Company had built aircraft and engines of foreign design under licence, such as Prentice, Vampire & Gnat. It also undertook the design and development of aircraft indigenously. In August 1951, the HT-2 Trainer aircraft, designed and produced by the company under the able leadership of Dr. V.M.Ghatge flew for the first time. Over 150 Trainers were manufactured and supplied to the Indian Air Force and other customers. With the gradual building up of its design capability, the company successfully designed and developed four other aircraft i.e. two seater ‘Pushpak’ suitable for flying clubs, ‘Krishak’ for Air Observatory Post (AOP) role, HF-24 Jet Fighter ‘(Marut)’ and the HJT-16 Basic Jet Trainer ‘(Kiran)’.
Meanwhile, in August 1963, Aeronautics India Limited (AIL) was incorporated as a Company wholly owned by the Government of India, to undertake manufacture of MiG-21 aircraft under licence. Factories were setup at Nasik (Maharashtra) & Koraput (Odisha).
In June 1964, the Aircraft Manufacturing Depot which was set up in 1960 at Kanpur as an Air Force unit to produce the Airframe for the HS-748 transport aircraft was transferred to AIL. Soon thereafter,
the Government decided to amalgamate Hindustan Aircraft Limited with AIL so as to conserve resources in the field of aviation where the technical talent in the country was limited and to enable the activities of all the aircraft manufacturing units to be planned and coordinated in a most efficient and economical manner.
Amalgamation of the two companies i.e. Hindustan Aircraft Limited and Aeronautics India Limited was brought about on 1st Oct 1964 by an Amalgamation Order issued by the Government of India and the Company after the amalgamation was named as “Hindustan Aeronautics Limited (HAL)” with its principal business being design, development, manufacture, repair and overhaul of aircraft, helicopters, engines and related systems like avionics, instruments and accessories.
In 1970, a separate division was set up exclusively for manufacture of ‘Chetak’ and ‘Cheetah’ Helicopters in Bangalore under licence from M/s SNIAS, France. A new division was also established to manufacture aircraft instruments and accessories at Lucknow. Licence agreements were entered into with M/s Dunlop of U.K. for Wheels and Brakes, Dowty for under carriages and Hydraulic equipment and Normal Air Garret for cabin air pressurisation and air-conditioning equipment, Smiths of UK, SFENA and SFIM of France for panel instruments and Gyros, Martin Baker of UK for ejection seats and Lucas for engine fuel systems; for fitment on Marut, Kiran, Ajeet, Chetak, Cheetah and Jaguar. Similar type of arrangement was agreed with USSR authorities for manufacture of accessories for MiG-21 series of aircraft.
Design and Development of Basant agricultural aircraft was undertaken between 1970 and 1974 and design and development of Ajeet, an improved version of Gnat, was undertaken between 1972 and 1980. In 1976, projects were sanctioned for design & development of the HPT-32 elementary piston engine trainer, Kiran MK II (an improved version of Kiran MK I / IA) and Ajeet Trainer as well as for Advanced Light Helicopter.
In 1971, Avionics Design Bureau at Hyderabad was formed for the development and manufacture of IFF, UHF, HF, Radio components, Radio Altimeter, Ground Radars etc.
During 1973, a Design wing was set up at Lucknow for design and development of accessories such as under-carriage and hydraulic systems, air-conditioning and pressurization systems, fuel control/gauging systems, generator control and protection units, static inverters etc.
In 1979, after seeking a licence agreement with British Aerospace, the Company started manufacture of ‘Jaguar’ aircraft and with Rolls Royce-Turbomeca for Adour engines. Licence agreements were also signed with different firms for manufacture of Avionics and accessories.
In 1982, the Company entered into an agreement with USSR and started production of Swing-wing MiG-27M aircraft as a follow on project for MiG-21 BIS at Nasik Division of the Company.
During 1983, Korwa Division of HAL in District Sultanpur (U.P.) was established for manufacture of Inertial Navigation System (INS), Head Up Display and Weapon Aiming Computer (HUDWAC), Combined Map and Electronics Display (COMED), Laser Ranger and Marked Target Seeker (LRMTS), Auto Stabiliser and Flight Data Recorder for Jaguar and similar advanced systems for MiG-27M.
HAL is actively engaged and is contributing to the space programmes of the country. A separate Aerospace division was established in 1988. HAL is currently meeting the requirements of structures for aerospace launch vehicles and satellites of ISRO through the Division.
Infrastructure has also been set up to undertake complete assembly of the strap-on L-40 stage booster. Structures for GSLV Mk.III, Mars Mission and Human crew module have been supplied by HAL to ISRO. HAL is also setting up dedicated facility for manufacture of cryogenic engines.
In order to capture the growing market in the industrial gas turbine engines, a new Division called the Industrial & Marine Gas Turbine Division was formed in 1998. The LM-2500 marine gas turbine engine, a 20 MW aero derivative, is being produced and overhauled in the Division, under license.
The Division also undertakes Repair and overhaul of Industrial Avon and Allison engines. The Division is doing the overhaul of various existing gas turbines in the country, thus providing cost-effective services to users such as ONGC, GAIL, TNEB, RSEB etc., for upkeep of their gas turbine.
An independent profit centre for providing Airport related services was created in May 2000 with a view to synergize the operation of HAL Bangalore Airport.
The main aim of creation of this Airport Service Centre was to restructure the existing resources to provide focused attention in relation with the exacting market needs of service segment related to airlines operations and commercially exploit the available infrastructure of the Company at Bengaluru.
With the signing of an agreement with Russian partners to take up licence manufacture of SUKHOI 30 MKI Aircraft, Nasik Division,
which had been engaged in manufacture & overhaul of MiG series Aircraft, had to be expanded. Accordingly, it was decided in February, 2002 to have two Divisions at Nasik i.e.
Aircraft Manufacturing Division for Su-30 MKI production and Aircraft Overhaul Division for overhaul and upgrade of MiG Series aircraft.
Consequent on decision to manufacture AL 31 FP Engine for SU 30 MK1 Aircraft under licence from Russian Manufacturer, it was decided to establish a new Division at Koraput to take up the project in February, 2002. The project activities under the new Division had accordingly commenced.
In order to facilitate Helicopter Division, Bangalore to dedicate itself exclusively for ALH manufacture and related activities, the manufacturing and repair / overhaul activities of Chetak and Cheetah helicopters and their variants were transferred to the Barrackpore unit. A new MRO Division was created at Bangalore to carry out ALH Overhaul activities in 2006.
Composites material is being used extensively in aircraft manufacturing for its low weight. A new Aircraft Composite Division (ACD) was formed in Mar 2007 with a dedicated manufacturing facility for composite materials for in-house projects such as ALH, LCA etc.
Facilities Management Division was created in Dec 2007 for effective and focused attention towards the common services at Bangalore.
Additionally, Strategic Electronics Factory at Kasaragod, Kerala, a unit of HAL Hyderabad, was established in Nov 2012.
The in house development of Light Combat Aircraft (LCA) will give major boost to the modernization program of our Defence Services. For production of LCA, a separate LCA Tejas Division was established at Bangalore in March 2014.
A new integrated facility for manufacturing of indigenous Light Utility Helicopter(LUH) is coming up at Tumakuru near Bengaluru for which the foundation stone was laid on 3rd January 2016. HAL has successfully flown Light Utility Helicopter (LUH) from the Greenfield Helicopter Manufacturing facility, Tumakuru on 29th Dec 2018. HAL was listed on BSE and NSE on 28th March 2018.
R & D Centres: The Company has a comprehensive Design and Development capability in the field of aerospace. Out of 31 types of Aircraft produced so far, 17 have been of indigenous design. The Company has long experience in design and manufacture of a diversified range of aircraft and its systems. For further growth of the Company, it was considered necessary for HAL to strengthen its R&D capabilities and accordingly the erstwhile Design Bureaus have been restructured and reorganised into the following R&D Centres:
Sl.
R & D Centre
Activity
1
Aircraft R&D Centre, Bangalore
Design and Development of Fixed Wing aircraft (LCA, IJT, UAV, HTT-40)
2
Rotary Wing Aircraft R&D Centre, Bangalore
Design and Development of Rotary Wing aircraft (LCH, LUH, IMRH, RUAV)
3
Mission & Combat Systems R&D Centre, Bangalore
Mission systems, Aircraft upgrades and technology development
4
Aero Engine R&D Centre, Bangalore
Small, Medium Engines & Test Bed design(HTFE 25 KN, HTSE 1200 KW)
5
Strategic Electronics R&D Centre, Hyderabad
Avionics Items.
6
Transport Aircraft R&D Centre, Kanpur
Development & Modification/ upgrades of Transport Aircraft
7
Aircraft Upgrades R&D Centre, Nasik
Aircraft/ System Upgrade Work on Russian Aircraft
8
Aerospace Systems & Equipment R&D Centre, Lucknow
Development of Mechanical, Hydraulic and Electrical accessories.
9
Gas Turbine R&D Centre, Koraput
Design Improvement of Russian Engines
10
Central Materials & Processes Laboratory & NDT Centre, Bangalore
Development of Materials, Castings, Forgings & New Processes
11
Aerospace Systems & Equipment R&D Centre, Korwa
Developing Flight Data Recorders & Display Systems.
HAL Today (Feb 2020):
The manufacturing programs underway at HAL are production of SU-30 MKI, LCA & DO-228 aircraft and ALH-Dhruv, Chetak, Cheetal & LCH Helicopters. The Repair Overhaul (ROH) programs being carried out presently are Jaguar (with upgrade), Mirage (with upgrade), Kiran, HS-748, AN-32, MiG 21, Su-30 MKI, Hawk, Dornier Do-228, ALH, Cheetal, Cheetah and Chetak.
The Company takes up maintenance and overhaul services to cover the life cycle requirement of all the old and new products. Presently, 13 types of Aircraft/ Helicopters and Engines are being overhauled. In addition, facilities exist for repair/ overhaul of various Accessories and Avionics fitted on Aircraft of Russian, Western and Indigenous designs.
In line with HAL’s mission to become a global player, Exports have been identified as one of the thrust areas. HAL has supplied Dhruv, Lancer, Chetak & Cheetah helicopters and Do-228 aircraft to international customers and is also providing product support for the above platforms. The company has established its credibility through supply of high precision structural & composite work packages, assemblies, avionics etc to Global Aviation majors like Airbus, Boeing, Rolls Royce, IAI, Rosoboronexport etc.
The major on-going indigenous development programs are the Light Combat Aircraft (LCA) MK 1A, Light Combat Helicopter(LCH), Light Utility Helicopter (LUH), Basic Turboprop Trainer HTT 40 & Indian Multi Role Helicopter (IMRH). Design and Development of HTFE-25 and HTSE-1200 engines have also been taken up.
Current upgrade programs include Jaguar DARIN-III upgrade, Mirage upgrade and Hawk i. In addition to the platforms, various Technology development projects have also been launched to increase self-reliance in critical areas like the Aircraft Display systems, Mission Computers, Automatic Flight Controls for Helicopters and Aircraft Accessories & Avionics .
CMP : 1009 (11.02.2021) .
STOPLOSS : 960 (On Daily Closing Basis ).
Target : 1070 – 1160 – 1430++
Time Frame : 2 Months To 1 Year .
Study Purposes Only .
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities. All trading strategies are used at your own risk.
He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information.
Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone. Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted.
Investment/Trading in securities Market is subject to market risk.
Being Leader in 2 Wheeler Listed A Group , Mcap:57,169, 37 Years of Excellence,100 million Two Wheelers Manufactured . one of India’s first motorcycle manufacturers. The company started in 1984 as a Technological collaboration with Honda, Japan. Before this collaboration, Hero was selling Cycles under the brand name, Hero Cycles. In 2011, Honda group sold its 26% stake in the company to the Munjal’s (promoters) and ended the JV. Post the termination of JV, the name of the company was changed to Hero Moto corp.
Hero MotoCorp: India’s Leading Two Wheeler Company
Hero MotoCorp is India’s leading two wheeler company, which has been providing customers with an excellent range of two wheelers that ensure both style and comfort. The story of Hero MotoCorp can be traced back to the vision of a mobile and empowered India, powered by its two wheelers. Today, Hero MotoCorp has made it its mission to become the best two wheeler company, not only in India but globally by setting benchmarks in style, performance and technology.
What makes Hero MotoCorp the best Motorcycle Company in India
Hero MotoCorp’s philosophy is based on ‘Be the Future of Mobility’ and this not only extends to its products & services but is also reflected in Hero MotoCorp’s operations. As one of the leading motorcycle companies in India, Hero MotoCorp strictly adheres to the core values of Passion, Integrity, Respect, Courage and being Responsible.
Hero MotoCorp has eight globally benchmarked manufacturing facilities, including six in India (Dharuhera, Chittoor, Gurugram, Haridwar, Neemrana, Gujarat) and one each in Colombia and Bangladesh. In 2001, the company achieved the most sought-after recognition of being the largest and best bike manufacturer in India and also the ‘World No.1’ two-wheeler company in terms of unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till date.
Being a business leader and a leading motorcycle company in India, Hero MotoCorp believes in ‘Manufacturing Happiness’ through its factories, where there’s a complete harmony between man, machine and nature to minimize the impact on the environment and develop a healthy ecosystem. Under its ‘We Care’ CSR programme, Hero MotoCorp has four flagship programmes – Happy Earth, Ride Safe India, Hamari Pari and Educate to Empower. These activities help Hero MotoCorp consolidate its position as the best two wheeler company in the country.
Established Brands and market share It is the world’s largest manufacturer of 2 Wheelers, in terms of unit volumes sold by a single company in a calendar year, for 19 years in a row . In FY 20, it sold 64 lakh two-wheeler units. Sales grew at a CAGR of 39% over the past decade. The overall market share of the company in the two-wheeler segment stands at 35.7% as of FY20. The company has some strong brands under its names like Splendor, Passion, Glamour in the bike segment and like Pleasure, Maestro in the scooter segment.
Distribution Network They have 199 dealers and 25,500 retailers .
Segment-wise performance Entry Segment (100 -125 cc): In FY 20, the Co. gained market share by 12.5%, to 68.9%. This has grown from 51% in FY 16.
Deluxe Segment (125-150 cc): In FY20, the market share in Deluxe 100cc category has declined by 3.8%, to 74.8%. In the Deluxe 125cc category, market share has declined by 11.3%, to 49.8%
Premium Segment(150 cc and above): It is focusing on the Premium segment with the launch of XPulse200T, X-treme 200S in FY20, and X-treme 160R in FY21. They have been losing market share in this segment for the last few years. The share declined 21% and is at 1.6% in FY 20, compared to 4.8% in FY 16 .
Scooter Segment: In FY20, the market share went down by 17%, to 7.2%. One of its product, Destini 125 becomes no 1 brand under 125cc (first to get i3S technology in scooter). To regain market share on 125cc segment, it has launched and Maestro Edge 125 (India’s first Fuel Injected Scooter) and it has also launched Pleasure+ 110 in FY20 .
Collaboration with Harley Davidson It has tied up with Harley-Davidson under which it will develop and sell a range of premium motorcycles, accessories, and general merchandise under the Harley-Davidson brand name in India.
Electric Vehicle The Company has been focusing on expanding its business to EV’s for which it has tied up with Ather (in which the company owns 34.58% as of July 2020) and with HeroHatch (an internal start-up). Ather (the first Indian electric vehicle company) currently has 2 product offering- Ather 450 and Ather 450X and has also established EV charging infrastructure in Bengaluru and Chennai .
Financing of vehicles through Hero Fin corporation 50% of vehicles get financed. It also has its own financing division, Hero Fin corporation and its share in total financing is 40% .
International Markets In 2012, the company had a presence in 4 countries only, which has expanded to 40+ countries in FY 20 and has 9000+ Customer touch points (in FY18 it had 6500) across the globe It plans to sell one million units overseas annually in the next 3-4 years and expects overseas sales to contribute 10% to its revenue from 3% at present in coming years.
Manufacturing It has 8 manufacturing units, 6 in India and 1 each in Columbia and Bangladesh with a combined capacity of 9 million units in FY20( which was 8.1 million units in FY16). Average Capacity utilization stood between 72.5% and 88% (peak) in FY20.
R&D The company’s investments in R&D over the past five years have been twice that of other players in the industry and currently has 94 patents under its name. It has 2 R&D facilities, 1 each in Jaipur(Rajasthan), and Munich(Germany) and in FY20 it has spent 2.4% of Total Revenue, which in FY18, it was 1.4% .
CMP : 2790.
TARGET : 2950-3200-3500++.
Time Frame : 1 Month – 6 Months Possible .
BASED ON NEWS .
Disclaimer: I am Not a SEBI REGISTERED ANALYST. This Website & Its Owner, Creator & Contributor is Neither a Research Analyst nor an Investment Advisor and Expressing Option Only as an Investor in Indian Equities.
All trading strategies are used at your own risk.
He/ She are Not Responsible for any Loss a Rising out of any Information, Post or Opinion Appearing on this Website. Investors are advised to do Own Due Diligence or Consult Financial Consultant before acting on Such Information. Author of this Website not providing any Paid Service and not Sending Bulk mails/SMS to Anyone.
Information is in no way guaranteed. No guarantee of any kind is implied or possible where projections of future conditions are attempted. Investment/Trading in securities Market is subject to market risk.
This is my personal thoughts on this company and not at all a buy recommendation.
Do own due diligence /consult a SEBI registered advisor before any action.
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