என்னைப் பற்றி

எனது படம்
Trichy, Tamilnadu, India
Born in venthanpatti, Brought up in Singapore, I beleive in today the present hour, the present minute

வியாழன், 27 அக்டோபர், 2011

Investment strategies - 10 steps to pick a stock for investment

1.     Future prospects of the industry/company


The past is dead. It’s over. When you are buying a share with an expectation to make money in the future, it’s the future that is important.


Will you invest in a company which makes VCRs (I hope you remember VCRs) or the one that makes DVD players? Will you invest in a cement company in India/China or a cement company in Europe? I think the answers are quite self-evident.


As Warren Buffett says, “Stocks will do well or poorly if the businesses behind them do well or poorly — nothing more, nothing less.”


2.    Quality of the Promoter/Management


OK, telecom is growing sector and you should invest in it. But, will you invest in MTNL vis-à-vis Bharti? Again, I think the answer is quite self-evident.


You all know that not everyone can run and manage businesses. It requires great entrepreneurial and management skills to run successful businesses. A bad entrepreneur will ruin even a good company, whereas a good entrepreneur could turnaround even a bad company into a profitable one. Secondly, one can expect good entrepreneurs to grow their companies and even enter new upcoming businesses. Thirdly, good entrepreneurs may also show good corporate governance and not siphon away your money.


3.    Group strength


Single companies, of course, enjoy undivided attention of the promoters and management. Besides, the allocation of the resources viz. men, material and money can also be done possibly more efficiently.


But there is a risk too! Adverse developments could pose a serious threat to the company. Therefore, if a particular company were part of some group, it could look for some support and possibly survive the crisis.


However, the converse is also true. You can see many examples of excessive diversification in the past. This divides the management’s time and resources across too many areas and dilutes their effectiveness.


Therefore, you must also study the group, if any, carefully and assess its strength. A good group will add some points in favor of the company; a bad group will reduce some points; while no group could mean no extra points.


4.    Sales and Profitability of the company


Fine, the industry may be growing and the management may be good! But does it all finally reflect in hard cash, and that too consistently?


Typically, only financially strong companies will make money for themselves and for you. Weak teams such as Bangladesh or Zimbabwe may notch a few wins here and there, but only strong teams such as Australia will be consistent winners.


Some key parameters about the company could be:
•    Size
•    Sales
•    Net profit


5.    Are the profits genuine?


Cooking up the accounts book is almost as old as the concept of account books itself. Given that profitability is the key to success, it would be prudent to study the financial statements — profit & loss account, balance sheet and cash flow statement — very carefully.


Some of the ways of manipulating the books of accounts include among others:
•    Fake sales
•    Change in depreciation policy
•    Overstating Revenues
•    Understating Expenses
•    Off balance-sheet transactions
•    Others


Instead of looking at just the book profits/EPS, you should concentrate on the cash-flow statements, which are relatively difficult to manipulate. Further, start with the foot notes, fine print and auditor’s comments. A lot of jugglery can be uncovered here.


6.    Other financial parameters


Apart from operational performance, the balance sheet’s strength is also very important. A strong balance sheet not only gives the company the opportunity to grow, but also makes it less vulnerable to shocks.


Some key balance sheet numbers would be:


•    Debt/Equity ratio
•    Dividend record
•    Price/Book Value
•    Current Ratio
•    RONW


7.    Share Price


Finally, the price that you pay really matters. A good company’s share bought at a high price can become a bad investment, while an ordinary company’s share bought at a huge discount can become a good investment.


But beware — don’t look at price in the absolute sense. It is quite natural to think that a stock at Rs. 20 is cheaper and better than a stock trading at Rs. 1000. Nothing could be far from truth.


People tend to buy low priced shares assuming they are cheap. However, many of these have poor business models and hence very low (or even negative) value. So despite being low-priced they are a bad buy as they have no value.


Therefore, look at ‘relative value’ in terms of PE/PEG ratio and not the ‘absolute price’.


8.    PE/PEG ratio and the Margin of Safety


The most common determinant of a share price’s reasonableness is its PEG ratio i.e. PE/Growth Rate. In very simple terms, a PEG of 1 means the stock is fairly valued, less than 1 means undervalued and more than 1 means overvalued.


The principle behind Margin of Safety is to buy when the Price is at a discount to Value. If the value of the business works out to Rs. 150/share and the market price is Rs. 125/share, you are effectively getting something at a discount of Rs. 25.


While there is no guarantee that the price will not go below Rs. 125, the probability is low. Further, sooner or later, the market will realize the true value of the business and the chance of the price moving beyond Rs. 150 is high. In other words, the risk is losing money is low, while the odds of making money are high.


9.    Trading Volume


Don’t forget to look at the floating stock and the trading volume. It may so happen that the prices do go up after you buy the stock and are making huge profits on paper, but when you go to sell, you may not find any (or sufficient number of) buyers. Moreover, the lack of sufficient volumes makes it difficult to value the stock fairly. And third, even small purchases could have a large impact on the prices.


This is particularly true of small and medium sized companies. Not only is the capital size small in such companies, but the promoters have a very large shareholding, making such stocks usually very illiquid.


Further, the prices of small/medium companies are low and thus you tend to buy higher volumes. With low trading volumes, selling even 100 such shares is difficult, so selling large quantities is virtually impossible.


10.     Does it match your financial profile?


Last, but not the least, you must not forget yourself. Remember, any investment can be good or bad only in relation to the investor.


Therefore, it is not as if a share that meets all the above criteria, necessarily becomes a good buy for everyone.


There could many reasons for not investing despite the stock being fundamentally good:
•    Maybe you already have a high exposure to the particular industry
•    Maybe the time frame for company’s growth potential to realize does not match with your investment horizon
•    Maybe the risk level is higher than your own risk appetite


Hence, apart from being good per se, it is equally, if not more, important for the share to match your financial profile too.

Investment- Review - ASHOK LEYLAND




A review of Ashok Leyland:

Very recently, ALL has diversified into various areas starting from Light Commercial Vehicles (LCVs), to construction equipment and has managed to rope in some of the world's best manufacturers as partners for the ventures. It has also migrated from land to water. Eager to develop a line of fishing boats, it is now looking for a partner for its boat project. “We have already tested a 40- foot boat and plan to introduce the same under its own brand”, Mr.Dasari said earlier. “While the engine will be from Ashok Leyland, we will rope in a partner for body, net and other things,” he added. The company is looking at launching electric variants of its existing vehicles using indigenous technology, said Sumantran. Defiance Technologies, part of the Hinduja group, will develop the knowledge system.

ALL has also dived into the LCV arena—a first for the company—through a JV with Japanese-auto major Nissan. According to Sumantran, from a numbers point of view, the LCV business looks significant with lots of headroom for growth. “This JV is going to be important for us not just in India but in the export market as well,” he said. “We have set a target of 1.40 lakh vehicles over the next 3 years and it will be in three different platforms and each of the products will have brands of our own,” he added.

Then, there’s ALL’s JV with John Deere Construction Equipment, which is also set to roll-out excavators from the Gummidipoondi facility near Chennai, during the current calendar year. The other JVs include Ashley Alteams India, a 50:50 JV between Ashok Leyland and Finland-based Alteams and AVIA Ashok Leyland Motors based in Prague, which offers D Series trucks that are marketed in the Czech Republic, Hungary, UK, Ireland, Slovakia and Spain.

In November, ALL launched the U Truck platform, which will gradually replace company’s existing truck models. The company has said the new series of vehicles, which are expected to be rolled out in the next 12 months will increase company’s market share to 40 per cent in tipper segments. Industry experts said, this will be the game changer that will allow the firm to gain share in the domestic market.

The Company is also betting big on the Defence space, where contracts worth over Rs 45,000 crore under the offset clause will be awarded to various companies over the next 10 years. In the last two decades, the company has been strengthening its defence portfolio, with its flagship product Stallion a 4x4 general utility truck. The company is planning for another three additional platforms which include a light-specialised vehicle, a heavy truck platform and an armour protected vehicle. The company has said it is looking for partners in this space as well.

To cement its position in the defence arena, the company has signed an MoU with the Indian Army for supply of logistics vehicles, through a subsidiary Ashok Leyland Defence Systems Ltd (ALDS), which in turn has signed an MoU with Germany based Krauss-Maffei Wegmann.

As far as new products in the market is concerned, the company has recently launched its first model “Dost”, an LCV which took 3 years to roll out and where the development cost was around Rs 1,200 crore. The joint venture partners will launch two more vehicles that will be introduced before 2013. A new facility dedicated to LCVs will come up in Pillaipakkam near Chennai.

Considering this frenzy of activity, the question on everyone’s minds is whether ALL will take a shot at the the passenger car segment. However, Hinduja, who took over as the chairman of the company in October last year, categorically denied that they would, saying that ALL would continue to focus only on the commercial vehicle space. While V Sumantran, executive vice-chairman of Hinduja Automotive Ltd echoed Hinduja's view , he disclosed that the company will roll out a small passenger van or a utility vehicle like the Toyota Innova. This will mark the company's foray into passenger vehicle segment for the first time.

ALL’s aggressiveness may be akin to a sleeping giant who has suddenly woken up and needs to devour everything in sight. But, have they arrived too late to the automotive party? Industry experts feel that the company may have missed the bus, despite having some of the best brains in the business driving it.

There is also a belief that ALL earlier tried to explore new business, but didn’t enter them, which competitors like Tata Motors and Mahindra have promptly taken advantage of. For example, in the Sub 1 tonne category, ALL was the first one to plan an entry into this space, but it didn’t, whereas Tata Ace, Mahindra Maximo and others did and are performing extremely well, says an analyst who has been tracking ALL for over 10-years now. “Ashok Leyland will undoubtedly be missing the advantage of being an early bird, but it is not too late. Now it will be a volume game but whether it will translate into big profits is the big question,” he says.

Industry observers also point out that global expansion activities have not been big hits. While its major competitor Tata Motors increased its global recognition through series of successful business activities. ALL could do so only in a modest way. However, Sumantran has a different view. “Each one has different characteristics. We have been growing steadily and we have always been profitable and paying dividend to the shareholders continuously,” he says.

Going ahead, depending on how ALL manages its vast array of JVs and products, things could change for the firm. Analysts feel that its U- truck platform will be the game changer for Ashok Leyland and put some distance between itself and its competition.